jrozak@hlhcpa.com
780 429 4403
Download this blog as a PDF here.
On March 19, 2019 the Honourable Bill Morneau, Minister of Finance, presented the 2019 Federal Budget, Investing in the Middle Class, to the House of Commons.
No changes were made to personal or corporate tax rates, nor to the inclusion rate on taxable capital gains.
Some highlights include:
E. Other Tax and Business Measures
The Government’s fiscal position includes the following projected surplus/deficit:

Home Buyers’ Plan (HBP)
The HBP allows first-time home buyers to withdraw RRSP funds without tax to purchase or build a home, repaying the funds over a 15-year period.
Budget 2019 proposes to increase the HBP withdrawal limit to $35,000 from $25,000. As a result, a couple will potentially be able to withdraw $70,000 from their RRSPs to purchase a first home. This increase in the HBP withdrawal limit will apply to the 2019 and subsequent calendar years in respect of withdrawals made after Budget Day.
Budget 2019 also proposes, generally, that an individual will be considered to meet the first-time home buyer requirement, provided that the individual lives separate and apart from their spouse or common-law partner for a period of at least 90 days as a result of a breakdown in their marriage or common-law partnership. However, in the case where an individual’s principal place of residence is a home owned and occupied by a new spouse or common-law partner, the individual will not be able to make an HBP withdrawal under these rules.
Change in Use Rules for Multi-Unit Residential Properties
A taxpayer is deemed to have disposed of, and reacquired, a property when the taxpayer converts the property from an income-producing use (e.g., a rental property) to a personal use (e.g., a residential property) or vice versa. Where the use of an entire property is changed to an income-producing use, or an income-producing property becomes a principal residence, the taxpayer may elect that this deemed disposition not apply. As a consequence, the election can provide a deferral of the realization of any accrued capital gain on the property until it is realized on a future disposition.
The deemed disposition also occurs when the use of part of a property is changed. For example, this can occur where a taxpayer owns a multi-unit residential property, such as a duplex, and either starts renting or moves into one of the units. However, under the current rules, a taxpayer cannot elect out of the deemed disposition that arises on a change in use of part of a property.
Budget 2019 proposes to allow a taxpayer to elect that the deemed disposition that normally arises on a change in use of part of a property not apply. This measure will apply to changes in use of property that occur on or after Budget Day.
Canada Training Credit
Budget 2019 proposes the new Canada Training Credit, a refundable tax credit aimed at providing financial support to help cover up to half of eligible tuition and fees associated with training. Eligible individuals will accumulate $250 each year in a notional account which can be accessed for this purpose. A taxpayer’s notional account balance will be communicated to them each year in their Notice of Assessment and will be available through CRA’s My Account portal.
The amount of a credit that can be claimed for a taxation year will be equal to the lesser of half of the eligible tuition and fees paid in respect of the taxation year and the individual’s notional account balance for the taxation year (based on amounts used or accumulated in respect of previous years). Tuition and other fees eligible for the Canada Training Credit will generally be the same as under the existing rules for the Tuition Tax Credit. The portion of the tuition fees refunded through the Canada Training Credit will not qualify as eligible expenses under the Tuition Tax Credit.
In order to accumulate the amount of $250 in respect of a year, an individual must:
An individual must be resident in Canada throughout a year to claim the credit for the year. Individuals will be able to accumulate up to a maximum amount of $5,000 over a lifetime. Any unused balance will expire at the end of the year in which an individual turns 65.
This measure will apply to the 2019 and subsequent taxation years. The credit will first be available for expenses in the 2020 taxation year.
Employment Insurance (EI) Training Support Benefit
In addition, a new benefit, expected to be launched in late 2020 through the EI program, would provide up to four weeks of income support, every four years. This income support would be paid at 55 percent of a person’s average weekly earnings while on training and without their regular paycheque.
Permitting Additional Types of Annuities Under Registered Plans
Budget 2019 proposes to permit two new types of annuities under the tax rules for certain registered plans:
The measures will apply to the 2020 and subsequent taxation years.
Advanced Life Deferred Annuities (ALDA)
An ALDA will be a life annuity the commencement of which may be deferred until the end of the year in which the annuitant attains 85 years of age. The value of an ALDA will not be included for the purpose of calculating the minimum amount required to be withdrawn in a year from a RRIF, a PRPP member’s account or a defined contribution RPP member’s account, after the year in which the ALDA is purchased.
An individual will be subject to a lifetime ALDA limit equal to 25 percent of the sum of:
An individual will also be subject to a comprehensive lifetime ALDA dollar limit of $150,000 from all qualifying plans (indexed to inflation, rounded to the nearest $10,000).
Variable Payment Life Annuities (VPLA)
A VPLA will provide payments that vary based on the investment performance of the underlying annuities fund and on the mortality experience of VPLA annuitants.
VPLAs will be required to comply with certain conditions which include that they:
Employee Stock Options
Budget 2019 announces that the Government plans to apply a $200,000 annual cap on employee stock option grants (based on the fair market value of the underlying shares) that may receive tax-preferred treatment for employees of large, long-established, mature firms. For start-ups and rapidly growing Canadian businesses, employee stock option benefits would remain uncapped.
Further details of this measure will be released before the summer of 2019. Any changes would apply on a go-forward basis only and would not apply to employee stock options granted prior to the announcement of legislative proposals to implement any new regime.
Medical Expense Tax Credit – Cannabis
Budget 2019 proposes to reflect the current regulations for accessing cannabis for medical purposes. That is, a patient may claim a medical tax credit if they hold a medical document to support their use of cannabis for medical purposes. The claim may be made in respect of cannabis, cannabis oil, cannabis plant seeds or cannabis products purchased for medical purposes from a holder of a licence for sale for medical purposes (see https://www.canada.ca/en/health-canada/services/drugs-medication/cannabis/industry-licensees-applicants/licensed-cultivators-processors-sellers.html for a listing of holders of such licenses). This change comes as a result of access to cannabis being regulated under the Cannabis Regulations under the Cannabis Act, as compared to the prior regulation under the Access to Cannabis for Medical Purposes Regulation.
This measure will apply to expenses incurred on or after October 17, 2018, the same date recreational cannabis was legalized.
Medical Expenses Tax Credit – Fertility
Budget 2019 also committed to reviewing the tax treatment of fertility-related medical expenses under the medical expense tax credit for fairness and consistency, and in light of work being undertaken by Health Canada in relation to the Assisted Human Reproduction Act and supporting regulations.
Registered Disability Savings Plan (RDSP) – Cessation of Eligibility for the Disability Tax Credit (DTC)
Budget 2019 proposes to remove the time limitation on the period that an RDSP may remain open after a beneficiary becomes ineligible for the DTC and to eliminate the requirement for medical certification that the beneficiary is likely to become eligible for the DTC in the future in order for the plan to remain open. Previously, the RDSP was generally required to be closed by the end of the year following the first full year throughout which the beneficiary was not eligible for the DTC. There are also some modifications to the rules in respect of withdrawals taken, and required repayments of Canada Disability Savings Grants and Canada Disability Savings Bonds.
Budget 2019 also proposes to exempt RDSPs from seizure in bankruptcy, with the exception of contributions made in the 12 months before the filing.
Tax Credit for Eligible Digital News Subscription
Budget 2019 proposes a temporary personal tax credit for eligible digital news subscriptions, in conjunction with other proposals in support of Canadian journalism. Further details are provided in the discussion of these proposals in Section B. Business Income Tax section of this newsletter.
Tax Measures for Kinship Care Providers
A number of provinces and territories offer kinship and close-relationship care programs (referred to as kinship care programs) as alternatives to foster care (or other formal care by the state) for children in need of protection who require out-of-home care on a temporary basis. As part of their kinship care programs, some of these jurisdictions provide financial assistance to care providers to help defray the costs of caring for the child.
Budget 2019 proposes to clarify that an individual may be considered to be the parent of a child in their care for the purpose of the Canada Workers Benefit, regardless of whether they receive financial assistance from a government under a kinship care program.
Budget 2019 also proposes to clarify that financial assistance payments received by care providers under a kinship care program are neither taxable, nor included in income for the purposes of determining entitlement to income-tested benefits and credits.
These measures will apply for the 2009 and subsequent taxation years.
Tax Liability when TFSA is Carrying on a Business
Budget 2019 proposes that the joint and several liability for tax owing on income from carrying on a business in a TFSA be extended to the TFSA holder. The present joint and several liability of a trustee of a TFSA at any time in respect of business income earned by a TFSA will be limited to the property held in the TFSA at that time plus the amount of all distributions of property from the TFSA on or after the date that the notice of assessment is sent.
This measure will apply to the 2019 and subsequent taxation years.
Transfers to Individual Pension Plans (IPP)
Budget 2019 proposes to prohibit IPPs from providing retirement benefits in respect of past years of employment that were pensionable service under a defined benefit plan of an employer other than the IPP’s participating employer (or its predecessor employer). Any assets transferred from a former employer’s defined benefit plan to an IPP that relate to benefits provided in respect of prohibited service will be considered to be a nonqualifying transfer that is required to be included in the income of the individual for income tax purposes.
This measure addresses concerns that planning was done to establish an IPP by an individual who terminated employment with their former employer. The individual would then transfer the full commuted value of their pension entitlement from the former employer’s defined benefit plan to the new IPP, effectively avoiding restrictions on the amount of assets that could be transferred to the individual’s RRSP on a tax-deferred basis.
This measure applies to pensionable service credited under an IPP on or after Budget Day.
Contributions to a Specified Multi-Employer Plan (SMEP) for Older Members
Budget 2019 proposes to prohibit contributions to a SMEP (a specific type of union-sponsored, defined benefit pension plan) in respect of a member after the end of the year the member attains 71 years of age and to a defined benefit provision of a SMEP if the member is receiving a pension from the plan (except under a qualifying phased retirement program). This measure will apply in respect of SMEP contributions made pursuant to collective bargaining agreements entered into after 2019, in relation to contributions made after the date of the agreement.
Donations of Cultural Property
Budget 2019 proposes to amend the Income Tax Act and the Cultural Property Export and Import Act to remove the requirement that property be of “national importance” in order to qualify for the enhanced tax incentives for donations of cultural property. No changes are proposed that would affect the export of cultural property. This proposal addresses concerns that certain donations of important works of art that are of outstanding significance but of foreign origin may not qualify for the enhanced tax incentives.
This measure will apply in respect of donations made on or after Budget Day.
Business Investment in Zero-Emission Vehicles
Budget 2019 proposes to provide a temporary enhanced first-year CCA rate of 100 percent in respect of eligible zero-emission vehicles. Two new CCA classes will be created. Class 54 will include zero-emission vehicles that would otherwise be included in Class 10 or 10.1, which presently include most motor vehicles. Class 55 will include zero-emission vehicles that would otherwise be included in Class 16, which presently includes heavy freight tractor units and taxicabs. In the case of Class 54, there will be a limit of $55,000 (plus sales taxes) on the amount of CCA deductible in respect of each zero-emission passenger vehicle. This new $55,000 limit will be reviewed annually.
Only new vehicles will qualify, and they must be fully electric, a plug-in hybrid with a battery capacity of at least 15 kWh or fully powered by hydrogen. Vehicles in respect of which assistance is paid under the new federal purchase incentive (see Section E. Other Tax and Business Measures) will be ineligible.
To parallel the income tax proposals, Budget 2019 proposes to increase the amount of GST/HST that businesses can recover in respect of zero-emission passenger vehicles.
This measure will apply to eligible assets acquired on or after Budget Day and that become available for use before 2028. The 100% rate will apply from March 19, 2019 to the end of 2023. For acquisitions in calendar 2024 and 2025, the first-year enhanced allowance will decline to 75%, with a further decline to 55% for 2026 and 2027.
Any undepreciated capital cost remaining after the year of acquisition will be eligible for CCA of 30% (Class 54, the same as Class 10 and 10.1) or 40% (Class 55, the same as Class 16). CCA must be pro rated for short taxation years. When a Class 55 vehicle is disposed of, the proceeds which reduce the undepreciated capital cost pool will be pro rated based on the total cost compared to the $55,000 depreciable limit. An election to forego these special rules, and place these vehicles in Class 10, 10.1 or 16, will be available.
Small Business Deduction (SBD) – Farming and Fishing
Three years ago, the March 22, 2016 Federal Budget introduced the Specified Corporate Income rules, which broadly restricted access to the SBD in respect of income earned from private corporations in which the CCPC, any of its shareholders, or non-arm’s length persons, holds a direct or indirect interest. On May 5, 2017, the Specified Cooperative Income rules were introduced to reduce the impact of these restrictions on farming and fishing businesses, however the criteria for this exception resulted in many farming and fishing businesses facing restricted access to the SBD.
Budget 2019 proposes to exclude income of a CCPC from sales of the farming products or fishing catches of its farming or fishing business to any arm’s length purchaser corporation from these restrictions – all such income will remain eligible for the SBD. However, consistent with the existing rules, amounts allocated to a CCPC as patronage payments from a purchaser corporation will not qualify for this exclusion.
This measure will apply to taxation years that begin after March 21, 2016, so it is retroactive to the commencement of the Specified Corporate Income rules.
Support for Canadian Journalism
Budget 2019 proposes three new tax measures to support Canadian journalism:
An independent panel will be established to recommend eligibility criteria for the purposes of these measures. Once the panel has made its recommendations, eligibility of organizations will be evaluated and a recognition process will be put in place.
Access to these measures will require an organization be a Qualified Canadian Journalism Organization (QCJO). In order to be a QCJO, an organization will be required to be recognized as meeting criteria developed by the independent panel. This recognition will be made by an administrative body that will be established for this purpose.
However, the budget documents set out a number of requirements which appear to already be decided. QCJOs will be required to be resident in Canada. Its chairperson (or other presiding officer) and at least 75 percent of its Directors must be Canadian citizens. In general, in order for a partnership or trust to qualify, such corporations, along with Canadian citizens, must own at least 75 percent of the interests in it. A QCJO must also be primarily engaged in the production of original news content primarily focused on matters of general interest and reports of current events, not focused on a particular topic such as industry-specific news, sports or entertainment.
Qualified donee status (the ability to issue receipts for donations eligible for credit similar to charitable donations) will require registration with CRA. Various criteria will apply, generally aimed at ensuring these QCJOs are not organized or operated for profit, and are not used to promote the views or objectives of specific persons or groups (including requirements for a board of arm’s length persons, restrictions on control, and limits on revenues from any one source, generally to 20% of annual revenues). Annual returns similar to other charitable organizations will be required, with public disclosure. This measure will apply as of January 1, 2020.
The refundable labour tax credit will be 25% of salary or wages paid to eligible newsroom employees of qualifying QCJOs, to a maximum of $13,750 per employee (on a $55,000 annual salary). Organizations carrying on a broadcasting undertaking (as defined in the Broadcasting Act) will not qualify, nor will QCJOs receiving funding from the Aid to Publishers component of the Canadian Periodical Fund in the taxation year. Preliminary eligibility criteria for employees are included in the Budget, subject to amendment pending the work completed by the independent panel. Salaries and wages earned from January 1, 2019 will be eligible for the credit.
Finally, Budget 2019 proposes a temporary, non-refundable 15 percent tax credit on amounts paid by individuals for eligible digital news subscriptions. Costs paid towards eligible digital subscriptions will qualify, to a maximum tax credit of $75 annually ($500 of subscription costs). In the case of combined digital and newsprint subscriptions, individuals will be limited to claiming the cost of a stand-alone digital subscription. Eligible digital subscriptions are those that entitle a taxpayer to access content provided in a digital form by a QCJO that is primarily engaged in the production of written content. A subscription with a QCJO carrying on a broadcasting undertaking (as defined in the Broadcasting Act) will not qualify for this credit. This credit will be available in respect of eligible amounts paid after 2019 and before 2025.
Scientific Research and Experimental Development (SR&ED) Program
Under the SR&ED tax incentive program, qualifying expenditures are eligible for an investment tax credit. The rate and level of refundability of the credit vary depending on the characteristics of the firm, including its legal status and its size. For CCPCs, a fully refundable enhanced tax credit at a rate of 35 percent is available on up to $3 million of qualifying SR&ED expenditures annually. This expenditure limit for a taxation year is gradually phased out where taxable income for the previous taxation year exceeds $500,000, and where taxable capital employed in Canada for the previous taxation year exceeds $10 million. Qualifying expenditures in excess of a CCPC’s expenditure limit are eligible for the 15 percent tax credit.
Budget 2019 proposes to repeal the use of taxable income as a factor in determining a CCPC’s annual expenditure limit for the purpose of the enhanced SR&ED tax credit. As a result, small CCPCs with taxable capital of up to $10 million will benefit from unreduced access to the enhanced refundable SR&ED credit regardless of their taxable income. Where a CCPC’s taxable capital exceed $10 million, this access will gradually be reduced from taxable capital of $10 million to $50 million, and eliminated for taxable capital of $50 million or more.
This measure will apply to taxation years that end on or after Budget Day.
Transfer Pricing
Budget 2019 proposes to clarify that the rules for transfer pricing (Part XVI.1 of the Income Tax Act), which can be used to adjust transaction prices for transactions between Canadian residents and non-arm’s length non-residents, will apply in priority to other provisions, including those which might also adjust these amounts. This may have various implications, including with respect to the calculation of penalties imposed under Part XVI.1.
A second measure proposes extending the definition of “transaction” for transfer pricing purposes to provisions which extend the ordinary reassessment period relating to transactions involving a taxpayer and a non-arm’s length non-resident. This will increase the situations which allow CRA an extra three years to issue transfer pricing reassessments. This measure will apply to taxation years for which the normal reassessment period ends on or after Budget Day.
Enhancing Anti-Avoidance Provisions
Budget 2019 includes complex proposals enhancing the anti-avoidance provisions related to foreign affiliate dumping. As well, new proposals will address cross-border securities lending arrangements intended to avoid Canadian withholding taxes on dividends to foreign shareholders.
GST/HST Relief – Various Health Care Supplies
Budget 2019 proposes to extend the application of GST/HST relief to certain biologicals, medical devices and health care services to reflect the evolving nature of the health care sector.
Supplies and imports of human ova and imports of human in vitro embryos made after Budget Day will be zero-rated. Foot care devices supplied on the written order of a licenced podiatrist or chiropodist will be zero-rated where supplied after Budget Day.
Services rendered by a team of health professionals, such as doctors, physiotherapists and occupational therapists, whose services are GST/HST-exempt when supplied separately are presently not exempt when provided as a multidisciplinary health care service. A new exemption will apply provided that all or substantially all, generally 90 percent or more, of the service is rendered by health professionals acting within the scope of their profession. This measure will apply to supplies of multidisciplinary health services made after Budget Day.
Cannabis Taxation
Budget 2019 proposes that edible cannabis, cannabis extracts (including cannabis oils) and cannabis topicals be subject to excise duties imposed on cannabis licensees at a flat rate applied on the quantity of total tetrahydrocannabinol (THC), the primary psychoactive compound in cannabis, contained in a final product. The proposed THC-based rate would alleviate compliance issues that producers have encountered with respect to the tracking of the quantity of cannabis material contained in cannabis oils, and would allow producers and administrators to more easily calculate and verify excise duties for cannabis edibles, extracts and topicals.
The current excise duty regime and associated rates for fresh and dried cannabis, and seeds and seedlings, will be unaffected by this proposed change. Current exemptions under the excise duty framework will also continue to apply in respect of fresh and dried cannabis and cannabis oils that contain no more than 0.3 percent THC, as well as for pharmaceutical cannabis products that have a Drug Identification Number and can only be acquired through a prescription.
The combined federal-provincial-territorial THC-based excise duty rate for cannabis edibles, cannabis extracts (including cannabis oils) and cannabis topicals is proposed to be $0.01 per milligram of total THC. The new proposed rate is not expected to materially change the overall projected excise duty revenues from these products under the combined federal-provincial-territorial $1 per gram rate presented in Budget 2018.
The proposed changes to the excise duty framework will come into effect on May 1, 2019. As a practical matter, they will initially apply only to cannabis oils, which are being folded into the broader category of cannabis extracts, and will apply to edible cannabis and cannabis topicals as these become legal for sale.
First-Time Home Buyer Incentive
Budget 2019 proposes to introduce the Canada Mortgage and Housing Corporation (CMHC) First-Time Home Buyer Incentive, which is a shared equity mortgage that would give eligible first-time home buyers the ability to lower their borrowing costs by sharing the cost of buying a home with CMHC. The Incentive would provide funding of 5 or 10 percent of the home purchase price. No ongoing monthly payments would be required. The buyer would repay the Incentive, for example at re-sale. The Budget papers do not indicate when and how much needs to be repaid. It is unclear whether CMHC will benefit from a proportionate share in appreciation of the house value.
For example, if a borrower purchases a $400,000 home with a 5 percent down payment and a 5 percent CMHC shared equity mortgage ($20,000), the size of the borrower’s insured mortgage would be reduced from $380,000 to $360,000, helping to lower the borrower’s monthly mortgage bill.
The Incentive would be available to first-time home buyers with household incomes under $120,000 per year. A participant’s insured mortgage combined with the Incentive amount cannot be greater than four times their annual household income.
CMHC would offer qualified first-time home buyers a 10 percent shared equity mortgage for a newly constructed home or a 5 percent shared equity mortgage for an existing home.
More details will be released later this year, with the program expected to be operational by September 2019.
Rebate for Electric Battery or Hydrogen Fuel Cell Vehicles
Budget 2019 announces a broad initiative to increase the use of zero-emission vehicles, with a long-term goal of having these account for all new vehicle sales by 2040. Budget 2019 proposes to introduce a new federal purchase incentive of up to $5,000 for electric battery or hydrogen fuel cell vehicles with a manufacturer’s suggested retail price of less than $45,000, starting in 2019–20. Details of this program were not provided.
A number of other related initiatives, including deployment of recharging and refueling stations, securing voluntary zero-emission sales targets from auto manufacturers and providing access to funding to auto manufacturers and parts suppliers through the Strategic Innovation Fund, were also noted in Budget 2019.
Student Loans – Interest Relief
Budget 2019 proposes the following changes to Canada Student Loans and Canada Apprentice Loans:
Budget 2019 also proposes to amend the Canada Student Financial Assistance Act, so that student loans will not accumulate any interest during the six-month non-repayment period (the “grace period”) after a student loan borrower leaves school.
Guaranteed Income Supplement (GIS)
The GIS earnings exemption currently allows low-income seniors and their spouses to each earn up to $3,500 per year in employment income without triggering a reduction in GIS benefits.
Budget 2019 proposes to introduce legislation that would enhance the GIS earnings exemption beginning in July 2020.
The enhancement would extend eligibility for the earnings exemption to self-employment income. Also, it would increase the amount of the full exemption from $3,500 to $5,000 per year for each GIS recipient as well as their spouse. In addition, it would introduce a partial exemption of 50 percent, to apply to the next $10,000 of annual employment and self-employment income beyond the initial $5,000.
Canada Pension Plan (CPP) – Proactive Enrollment
Budget 2019 proposes to introduce legislative amendments to proactively enroll CPP contributors who are age 70 or older in 2020 but have not yet applied to receive their retirement benefit. The Government also proposes to extend the period under which a person can choose not to receive a CPP retirement pension from six months to a year.
Employment Insurance (EI) Small Business Premium Rebate
Budget 2019 proposes that, starting in 2020, any business that pays employer EI premiums equal to or less than $20,000 per year would be eligible for a rebate to offset the upward pressure on EI premiums resulting from the introduction of the new EI Training Support Benefit (see Section A. Personal Income Tax). No further details of this measure were provided.
Income Protection for Supply-Managed Farmers
Following the recent ratifications of the Canada-European Union Trade Agreement (CETA) and the Comprehensive and Progressive Agreement for Trans-Pacific Partnership, Budget 2019 proposes up to $3.9 billion in support for supply-managed farmers.
Support will be offered to sustain the incomes of eligible dairy, poultry, and egg farmers, by making available up to $2.4 billion. Of this amount, $250 million has already been provided to support dairy farmers as a result of CETA, therefore a net amount of up to $2.15 billion will be available in coming years to deal with income losses associated with these agreements.
Assistance will also be offered to protect the value of investments made by farmers in supply-managed sectors, through a Quota Value Guarantee Program that will protect against reduction in quota value when the quota is sold. $1.5 billion has been set aside for this demand-driven program.
Through 2019, the Government will continue to work in partnership with supply management stakeholders to address the impacts on processing, as well as potential future impacts of the Canada-United States-Mexico Agreement.
Mutual Funds – Redemptions
Budget 2019 proposes to introduce new anti-avoidance rules that will deny certain deductions available to mutual fund trusts on redemption of units.
A deduction in respect of the portion of an allocation that is greater than the capital gain that would otherwise have been realized by the unitholder on the redemption will be denied, if the following conditions are met:
This measure targets a strategy which accelerates deductions within the trust while not changing the income tax consequences to the unitholder whose units are redeemed.
A deduction in respect of an allocation made to a unitholder on a redemption will also be denied if:
This measure targets a strategy designed to convert ordinary income into capital gains for some unitholders (“character conversion”).
Both of the above measures will apply to taxation years of mutual fund trusts that begin on or after Budget Day.
Tax Compliance – Funding
Budget 2019 proposes to invest an additional $150.8 million over five years, starting in 2019–20. This investment will allow CRA to fund new initiatives and extend existing programs, including:
Budget 2019 proposes to provide CRA with $50 million over five years, starting in 2019–20, to create four new dedicated residential and commercial real estate audit teams in high-risk regions, notably in British Columbia and Ontario. These teams will focus on ensuring that:
CRA Service – Funding
Budget 2019 proposes to invest an additional $50 million over five years, starting in 2019–20, in two key initiatives:
CRA resources will be reallocated internally to improve service delivery. This includes:
Beneficial Ownership Transparency
In 2018, the Canada Business Corporations Act was amended to require federally incorporated corporations to maintain beneficial ownership information. Budget 2019 proposes further amendments to the Canada Business Corporations Act to make the beneficial ownership information maintained by federally incorporated corporations more readily available to tax authorities and law enforcement.
Canadian Drug Agency
Budget 2019 announces the Government’s intention to work with provinces, territories, and stakeholders to create the Canadian Drug Agency. The Agency would:
Budget 2019 confirms the Government’s intention to proceed with the following previously announced tax and related measures, as modified to take into account consultations and deliberations since their release:
The Government also stated that it will continue its outreach to farmers, fishers and other business owners throughout 2019 to develop new proposals to better accommodate intergenerational transfers of businesses while protecting the integrity and fairness of the tax system.
No mention was made of the Government conducting a holistic review of the Income Tax Act, as desired by many tax and business organizations, including CPA Canada.
Budget 2019 is proposing a new, coordinated plan that would deliver $5 to $6 billion in new investments in rural broadband over the next 10 years.
Budget 2019 proposes to provide $305.3 million over five years to Employment and Social Development Canada to continue improving and modernizing service delivery systems.
Budget 2019 proposes to invest $253.8 million over five years, starting in 2019–20, with $56.7 million per year ongoing to make the recourse process for EI, CPP and OAS easier to navigate and more responsive.
The preceding information is for educational purposes only. As it is impossible to include all situations, circumstances and exceptions in a newsletter such as this, a further review should be done by a qualified professional.
No individual or organization involved in either the preparation or distribution of this letter accepts any contractual, tortious, or any other form of liability for its contents or for any consequences arising from its use.

Process Improvement is at its best when it doesn’t look like much. We often fall into the trap of needing expensive equipment or consultants to save money, and in the end it costs us money.
Rule of thumb: real change needs to develop from inside. If you try to force it from the outside, it will be short-lived and expensive.
Change that makes real money has 2 overlapping qualities: it’s about leadership (it starts with you, not them), culture (buy-in required, which leads to consistency). In manufacturing, we think a lot about changes like value stream mapping and big capital improvements, but these will fall flat without a cultural shift.
“Empowering” is a great word for a PowerPoint, but we need to follow through. That looks like 4 things:

Don’t tell your troops to leap out of the trench while you finish your power lunch. Go to the shop floor before the boardroom and start with them. Ask what bugs them. Have those conversations that we always think we don’t have time for.
If the tool box is too far away and the storage, which no one uses, too close, then your team will catch the inefficiency years before you do. If someone doesn’t have the training they need, your team is the most likely to catch it before a dangerous accident.
Your staff will probably embrace the “lean way.” You’ll drive them and they will respond admirably. That brings in the next hurdle; that change will evaporate in 4 months if you put the autopilot on.
Systemic change is a commitment. It’s:
Good leadership is about fostering a healthy sense of urgency. Unhealthy urgency is unsustainable and corner-office-driven. You need urgency that comes from the shop floor and sustains itself month after month, year after year.
It’s not enough to keep the machinery well oiled for a month. There’s a sense of urgency – coming from not wanting the engine to seize – that keeps the urgency strong. As leader, it’s your job to keep it strong across your business.
“For companies to change, we need to stop thinking like mechanics and to start acting like gardeners.”
— Alan M. Webber
Introducing process improvement into the culture of your organization will remove waste and bring value. We know it. You know it. And we’ve both seen the improved product quality, happier employees, and optimized resources that process improvement brings.
But if we want these improvements to stick over the long-term, we need a transformational change in the way people look at their work.
So, how can this transformation happen?
The companies who have succeeded swear that it is a multi-year process that will do well only with long-term vision and commitment.
Dr. Andrabi, the former president of Mercy St. Vincent Medical Centre in Toledo, Ohio, spotted the inefficiencies in how patient transfer was being handled and saw an opportunity to jump-start transformational change. They began by bringing various staff members together to map out the existing process. Then they discussed where the group wanted to go and brainstormed how to cut inefficiencies at each point in order to get there. Next, they tried out their ideas, evaluating the results along the way. Once the best plan was chosen, it was implemented in the long term.
Today, St. Vincent has a single hub that receives transfer patients and assigns them a bed in 10 minutes. Previously, the process took at least an hour. The hospital runs so efficiently that they witnessed a 26% increase in transfers.
Here are four ways to incorporate process improvement in your company’s culture to usher in transformational change.
A Kanban Board is a workflow optimization tool that helps you monitor and improvise the flow of a project.
Kanban Boards can map your team’s workflow by showing you the various stages of progress. At its basic level, a Kanban board is divided into three phases: Requested, In Progress and Done. The board will help you identify how the requested work is progressing and where work is stuck. If managers find the work getting delayed continuously, then they can investigate and find the root cause and solve it.
The beauty of this concept is that it allows you to divide work and allocate it to people within a team. Though responsibilities rest on different shoulders, the workflow remains coordinated.
Sound Immigration, a Washington based immigration firm, started using a Kanban board, and they identified that the response time from clients was the main reason for delays in case processing. By making changes, they benefited in the form of organized workflow, improved collaboration and preventing wasteful processes.
Team Kanban Board for Product Development by Bossarro
Meetings are an ideal venue to analyse the workflow and identify specific waste elements with your team. But we’ve all seen how too many meetings suck our time and can become the ‘waste’ we are trying to eliminate.
A quick way to prevent this, but continue to monitor workflow, is to conduct simple, daily stand-up meetings. As the name suggests, they are conducted while standing, and every team member must answer three questions:
This simple and quick meeting will encourage information sharing between team members and encourage collaboration. The fact that you are standing will prevent the meeting from going off course and dragging on for too long.
Read our own experience with Stand-Up Meetings here.
Contrary to what you may think, shared leadership doesn’t mean letting the team loose. It’s about creating an environment of trust and encouraging accountability.
When you invite team members to become project leaders, you:
After implementing this concept, LAANE (Los Angeles Alliance for A New Economy) discovered an increase in mutual respect and trust among staff and accountability among leaders. The projects became transparent, and each staff member became aware of who is involved in decision making. LAANE’s end goal was to develop shared metrics of success for individuals and teams and interconnect various departments and programs. Besides achieving this target, the change encouraged staff to ask questions, voice concerns, and offer suggestions using open dialogue.

Good communication is essential to process improvement. Period.
The problem is that most people communicate poorly. They pick the avenues that are most convenient or comfortable for them without considering the people on the receiving end. And, if you have a team that doesn’t interact or collaborate well, it has a direct impact on the outcomes your company achieves.
To help your people get on the same page, start by teaching them two communication models:
Half the battle in getting communication right is choosing the right channel. By helping your people choose well, you’ll eliminate the mixed messaging and delays creating unnecessary friction in your workplace.
Creating a culture of process improvement in your organization is a long-term strategy. Investing now in workflow optimization, consistent facetime with employees, leadership experiences, and communication training will pay dividends as it builds problem-solving into every aspect of your organization.
“Progress is impossible without change; and those who cannot change their minds cannot change anything.”
— George Bernard Shaw

In a quest for success, the construction industry has been making rapid strides over the past several decades to build process improvement into their culture.
Take for example the case of 116-year old Turner Construction Company. Company management says that the only reason they became a global entity was due to incorporating principles of process improvement. They focussed on planning and collaboration between departments, which resulted in an uninterrupted workflow, less waste and maximum use of time.
Here are six things that construction companies who adopt process improvement gain in the long run.
Here are four methods to implement culture process improvement in your company.
Value-Stream-Mapping or VSM is a methodological approach to observe and track, the value and efficiency in every aspect of the construction process.
A Malaysian based construction company named AME Industries decided to use VSM to find a solution to problems faced by the operations department. Before the process started, the Value Added (VA) ratio of the production was 0.4297. The VSM analysis showed that the critical issue is the queue between the QC inspection and the Painting Primer Coat Process caused by the unbalanced process. Remediation followed which resulted in the VA ratio gaining 11.63% against 0.4297 by reducing the high queue time between the two operations.
The stress in this method is viewing the larger picture and find a route towards it. By encouraging the construction management to literally and figuratively walk through each process, they can learn workflow performance, identify bottlenecks and inefficiencies. The end product being a detailed operational map, VSM enables management to make the right decisions to eliminate production waste.
Gemba Walk recommends the management team to walk informally in the work site and interact with the employees and learn about the challenges they face. When employees see that the management is taking an interest in them, it will instil a sense of value in them.
Gemba Walks holds a special place in culture process improvement. This is because the method involves the contribution of every employee engaged in the project and considers them as an important stakeholder.
This doesn’t mean that employees own the project but that they are inspired to have a vested interest in the project. You see, the word Gemba in Japanese means ‘actual place’. The management is encouraged to learn about the ongoing project from employees who are doing physical labour at the ‘project site’.

PDCA or Plan-Do-Check-Act is a fascinating concept in process improvement because of its capability to make huge impacts without compromising on the project completion timeline.
Under this technique, a construction process, for example, introducing safety measures, is selected. Titan Cement Company, a leader in cement production, used PDCA to do this.
Instead of trying to teach the entire site crew new procedures, they were divided into small teams and taught one at a time. Meanwhile work continued with the safety procedures that already existed.
At this stage, the change was small enough not to disrupt the entire operation but large enough for management to study the results. Slowly more and more teams were introduced to the new safety measure till it replaced the old one completely.
The result was the completion of all projects without disruption, adoption of better safety standards, clear communication and leadership and zero incidents in 6.5 million man-hours.
An advantage of PDCA is upgradation of processes without it being a stress on employees and management.
Under the 5 Why’s method, construction management should ask ‘why’, five different times and it helps them find the problem and solve it. Though it sounds simple, this is a method that has been tested and proven succesful multiple times.
Asking ‘why’ will not solve the problem, but it will potentially lead to an investigation and finding the root cause. Construction companies have solved large issues like a financial discrepancy in the accounting department to the reason for a delay in the supply of construction materials, by implementing the 5 Why’s concept.
Let us say for example a fleet vehicle refuses to start and if the transportation department uses the 5 Why methodology, here are the possible outcomes:

5 Why’s is an approach that encourages to dig deeper to find the root cause, and it comes quite useful many times. However, just like any other lean methodology, the success of this tool depends on the user’s ability to implement it.
The construction industry has a tremendous opportunity to grow and expand by adopting process improvement into their culture. The 4 methods discussed here have brought results in the form of increased productivity, boosting employee’s value and satisfaction, making stakeholders happy and bringing happiness to the customer. With a growing population that demands urban expansion, construction companies are in huge demand by developers and landowners. However, in the new era of construction productivity, only the companies that implement process improvement on an ongoing basis will survive.

Ice hockey fans still remember the fairy-tale victory when the US men’s team beat out the Soviet Union in the 1980 Olympics. And why do we remember? Certainly, a big part of it is about the context. Cold War politics and recession economics meant that people were yearning for something positive to unite around. But, this was also the win that put an end to a 20-year losing streak for the Americans. And you can bet that the coach, Herb Brook, had to work hard to get the US team to the top of the winner’s podium.
So what was Coach Brook’s strategy?
It was simple: get started and be steady. His eye stayed fixed on the long game and he instituted a multiyear process focused entirely on building a strong team culture. His goal was to turn individual stars into team contributors, and he supported his approach by choosing metrics that measured the right things.
It’s not so different than what you need to do on the manufacturing floor. Here are four ways you can start coaching your team toward a culture of process improvement:
You can’t expect a team that never practices together to win. As a leader, it’s your job to get the people who play different positions – different departments, shifts, or units – together and to let them practice solving problems. Make a game of it, build interdisciplinary teams, and get competitive. Keep it easy by giving each group a task to work on together and watch their creativity, see them connect with each other, and celebrate their successes with them.
If you want process improvement to be top-of-mind for your employees, you need to make sure they are hearing about it as often as possible.
And how do you engineer that?
Regular meetings. We’re big advocates of the daily 15-minute standing meeting (and you can read more about that HERE).
And why is that?
Put simply, those daily meetings have been the most important way we’ve found to institute process improvements. We spend a few minutes educating our team about Lean principles and practices and then give them space to talk. Every day. We’ve seen it increase our group’s morale and their commitment, and we’ve watched as these conversations have touched every single aspect of our organization, from scheduling to customer satisfaction. It will do the same for you.
Guaranteed there are some golden nuggets hiding deep inside your people. Dig into that by giving people a chance to try new things. Cross-training between groups can help ensure workers get a chance to see and try different roles. New eyes on old tasks can help you see things differently and make adjustments that increase productivity and build a better product, bringing more value to your customers. This kind of training can also reduce the time, money, and effort spent on filling skill gaps and searching for new talent. Another great side benefits: when more people understand how to do a job, bottlenecks decrease and deadlines get easier to meet.

Ground-up innovations are the gold standard in most manufacturing firms. Everyone wants that technician or assembler – those people who know the ins and outs of your systems because they work in them every day – to have that lightbulb moment and say, “What if we did it this way instead?”
So here’s the question: What are you doing to give your people an opportunity to speak up? How are you empowering them to improve processes? Some outfits do it through big events like a FedEx day or a kaizen activity. Others spend time on the floor with their teams and ask for suggestions. Then there are those who have built the kind of trust that invites their employees to just come to them with their thoughts. An “open door, open mind” policy.
Whatever combination you choose, the point is to let your workers see that you have confidence in them: that you’re willing to try out their ideas. This kind of empowerment will pay off in the form of improved efficiency and reduced errors on your production line.
The big wins for manufacturers usually start with small changes. A tweak here and an adjustment there can create millions of dollars worth of opportunities. To find your way into that game, get your team practicing together, get them talking to you and to each other about the changes you need to make in order to win. Show them that you believe in their potential. Try out their suggestions. Let them play in different positions. Applaud when they score a goal and go back to the drawing board when there’s a miss. It’s all part of the same game, and while “fairy-tale” might not be the right word, the victory will still be there.