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A "horizontal initiative" is an initiative in which partners from two or more organizations have agreed under a formal funding agreement (e.g. Memorandum to Cabinet, Treasury Board submission, federal-provincial agreement) to work toward the achievement of shared outcomes.
The objective of reporting on horizontal initiatives is to provide Parliament and the Canadian public and government with an overall picture of public spending and results achieved by departments working together.
Horizontal initiatives listed below were led by AAFC and were allocated federal funds that exceed $100 million (counting all federal partners) for the duration of the program, or were allocated less than $100 million in federal funds but still considered to be key to the achievement of government priorities, or had a high public profile.
Following is a summary list of horizontal initiatives for 2007-08. More complete information on each initiative, including spending and results, is available on the Treasury Board Secretariat's Horizontal Results Database.
1. Name of Horizontal Initiative:
Canadian Agricultural Income Stabilization (CAIS) (transition to AgriStability/ AgriInvest)
2. Name of Lead Department(s):
Agriculture and Agri-Food Canada (AAFC)
3. Lead Department Program Activity:
Business Risk Management
4. Start Date of the Horizontal Initiative:
April 1, 2003
For Agricultural Policy Framework (APF) - Business Risk Management funding, which covers CAIS.
5. End Date of the Horizontal Initiative:
March 31, 2008
For APF-Business Risk Management funding, which covers CAIS.
6. Total Federal Funding Allocation (start to end date):
$2.4 billion over five years.
7. Description of the Horizontal Initiative (including funding agreement):
Under the Agricultural Policy Framework (APF) 2003/04-2007/08, CAIS was one of two core business risk management (BRM) programs, together with Production Insurance. CAIS was a margin-based program that integrated stabilization and disaster protection into a single program, helping producers protect their farming operations from small and large drops in income. This was a whole-farm
program available to eligible farmers regardless of the commodities they produced.
As a result of producer and industry concerns with the responsiveness, timing of payments and predictability of the program, the government committed, in the 2006 Speech from the Throne and Budget, to replacing CAIS with more responsive, predictable and bankable programs. After consultations with industry and the provinces and territories, federal-provincial-territorial governments agreed to replace CAIS with a new suite of BRM programs which includes AgriStability, AgrInvest, AgriInsurance and AgriRecovery. Transition to the new programs began in the 2007-08 fiscal year. The application deadline for the 2007 program year is the fall of 2008.
AgriStability is an improved margin-based program that provides farmers with assistance for larger income decline. The program compensates producers when their margin in the program year is more than 15 percent lower than their reference margin from previous years (the second and third tiers under CAIS). While AgriStability is similar to CAIS, it includes a number of enhancements which have long been requested by industry leaders, including a better method for valuing producer inventories, expansion of the criteria for negative margin coverage to allow deeper coverage for back-to-back disasters and an automatic Targeted Advance Payment for when disasters occur. In addition to these parameter changes, governments have also worked to improve the service delivery of the program by introducing enhancements such as automatic sign-up for previous participants, more flexible deadlines, simplified forms and electronic filing, online calculators, national service standards, and clearer program statements.
The new AgriInvest program will allow producers to self-manage the first 15 percent of their losses (the first tier under CAIS), through producer-government savings accounts. Annual producer deposits will be matched by government contributions (cost-shared 60:40 by federal and provincial governments) into the producer's account. Producers will have full access to use their AgriInvest money to address their farm income losses or for investments to mitigate on-farm risks or otherwise enhance profitability. In addition, to ensure that AgriInvest accounts are effective in the first years of the program, before producers have had a chance to build up their AgriInvest balances, the federal government provided one-time "kick-start" contributions into accounts (which did not require a matching producer deposit).
Program costs, including program payments and administrative costs, are cost shared by the federal government and the provinces on a 60:40 basis, respectively as identified in the following authorities:
The program links to the departmental strategic outcome Security of the Food System.
8. Shared Outcome(s):
To assist producers in protecting their farming operations from drops in income due to circumstances beyond their control.
Performance measures are:
9. Governance Structure(s):
The CAIS program is part of the comprehensive APF developed by federal, provincial and territorial Ministers of Agriculture, and falls under the Business Risk Management priority. Funding is 60% federal and 40% provincial/territorial.
The CAIS program is delivered in British Columbia, Saskatchewan, Manitoba, New Brunswick, Nova Scotia, Newfoundland and Labrador, and Yukon by a federal administration. In Alberta, Ontario, Quebec, and Prince Edward Island, the CAIS program is delivered provincially.
Governance structure consists of the following:
A similar structure is utilized for the new BRM programs AgriStability and AgriInvest.
10. Federal Partners |
11. Federal Partner Program Activity |
12. Names of Programs for Federal Partners |
13. Total Allocation (from start to end date) |
14. Planned Spending for 2007-2008 |
15. Actual Spending for 2007-2008 |
16. Expected Results for 2007-2008 |
17. Results Achieved in 2007-2008 |
---|---|---|---|---|---|---|---|
1. AAFC (lead) | Business Risk Management | CAIS / AgriStability | $2.4 billion (for fiscal years 2003/04 to 2007/08) | $610.5 million | $433.6 million |
Producers better supported and able to manage business risks
Increased sector viability and profitability |
A number of program enhancements have been implemented to better serve producers including: a better method for valuing producer inventories, expansion of the criteria for negative margin coverage to allow deeper coverage for back-to-back disasters and an automatic Targeted Advance Payment for when disasters occur. In addition, improvements have been made to service delivery by introducing automatic sign-up for previous participants, more flexible deadlines, simplified forms and electronic filing, online calculators, national service standards, and clearer program statement. |
AgriInvest | $172.5 M for fiscal year 2007-08 (This amount was diverted from the CAIS $2.4B as AgriInvest replaces the top 15% of CAIS) |
$168.3 M |
Producers better supported and able to manage business risks
Increased sector viability and profitability |
Fiscal year 2007-08 was a transition year for the AgriInvest program. As such, program development was the focus and actual program payments to producers were not made. However, Program Grants & Contributions are recognized in the year that the related economic event occurs (ie 2007 Program/tax year). Payments to producers happen the year following the program/tax
year (2008-09).
To help producers build their AgriInvest accounts, the federal government provided a one-time only initiative to seed AgriInvest accounts. The $600 million Kickstart payment was delivered to producers in the 2007-08 fiscal year (not included in spending figures). |
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Total | $2.4 billion | $610.5 million | $601.9 million |
18. Comments on variances:
Although the Administration costs remain relatively constant, the variance in year to year G&C payments is directly related to the needs of the agriculture industry. CAIS/AgriStability is demand-driven rather than being funded from a set allocation for each fiscal year. As such, in good years, the program will cost governments less, while in bad years (i.e., years with dropping
commodity prices, disasters, etc.) the costs of the program will be higher. The program does, however, include a payment cap of $3 million per participant per program year in order to control costs for governments and prevent larger operations from capturing a large share of program benefits.
The AgriInvest variance between planned and actual spending was due to the timing of the program approval which occurred after the preparation of the 2007-08 RPP.
19. Results to be Achieved by Non-federal Partners (if applicable)
Joint planning and execution (federally and provincially) so provincial results are consistent.
The BRM Working Group has been working towards developing national performance indicators for program delivery. A national processing service standard for CAIS 2006 program delivery year was agreed upon. This was a key achievement and responded to the Treasury Board policy requiring departments to establish and monitor service standards. Ongoing discussions on the expectation of administrations for regular service standard reporting will be taking place.
20. Contact Information
Michele Taylor
Director General
Farm Financial Programs Branch
204-984-5645
Note: Planned Spending and Total Allocation figures represent the amounts included in Estimates.
1. Name of Horizontal Initiative
Canadian Agricultural Skills Service (CASS)
2. Name of Lead Department(s)
Agriculture and Agri-Food Canada (AAFC)
3. Lead Department Program Activity
Innovation and Renewal
4. Start Date of the Horizontal Initiative
April 1, 2003
5. End Date of the Horizontal Initiative
March 31, 2008 (extended to March 31, 2009)
6. Total Federal Funding Allocation (start to end date)
$74.58 million over six years
7. Description of the Horizontal Initiative (including funding agreement)
Farmers and/or their spouses are offered assistance for skills development and access to training that could result in increased on or off-farm income. Assistance is provided to access training in areas such as improved farm practices and farm business management including accounting, finance, human resource management; training for other employment; or training to acquire skills for
starting a new business. To access training, financial support such as tuition fees for courses, supplies for courses as well as travel and accommodation is provided. By providing assistance for skills development and training, this horizontal initiative contributes to the strategic outcome of innovation for growth. Further details can be found at the following web link: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1176222540186&lang=e
8. Shared Outcome(s):
(a) Farmers' profitability increased;
(b) Improved choices about sources of income; and
(c) Production of farm products based on market and consumer demands respecting food safety and food quality and environmentally-responsible production, and opportunities from science and innovation captured.
9. Governance Structure(s)
Program development with Renewal federal/provincial/territorial working group. Program delivery by Service Canada (Human Resources and Social Development Canada (HRSDC)), Provincial Governments and Third Party delivery agents.
10. Federal Partners | 11. Federal Partner Program Activity | 12. Names of Programs for Federal Partners | 13. Total Allocation (from start to end date) | 14. Planned Spending for 2007-2008 | 15. Actual Spending for 2007-2008 | 16. Expected Results for 2007-2008 | 17. Results Achieved in 2007-2008 |
---|---|---|---|---|---|---|---|
Please note that expected results are different from the ones expressed in the 2007-08 Report on Plans and Priorities. Expected results presented here are consistent with those for Renewal Programs within the recently approved Performance Measurement Framework of the Management Resources and Results Structure. They also better reflect the outcomes of the program. | |||||||
1. AAFC Human Resources and Social Development Canada (HRSDC) |
Innovation and Renewal | a. Canadian Agricultural Skills Service | $74.58 million (for fiscal years 2003/04 to 2008/09) | $29.4 million | $40.8 million | Farmers and farm families meet their financial goals | In 2007-2008, 4,638 producers participated (2,951 of these through the Canadian Farm Families Options Program), bringing the cumulative total to 13,807; 80% of CASS CIA respondents reported that the skills and/or knowledge they developed through participation in CASS helped them in reaching their most important business goal (60% of most important goals reported by CIA CASS respondents were financial goals). |
Total | $74.58 million | $29.4 million | $40.8 million | Farmers and farm families meet their financial goals. | Of total 2007 NRS respondents 30% reported that their top business goal is maximizing return on investment, up from 26% in 2004; 96% reported to be meeting this goal to some extent in 2007. |
18. Comments on Variances
The delivery of CASS was in its third year in 2007-08. Increased awareness of the program, combined with the CASS cross compliance requirement under the Options program has resulted in higher uptake than originally anticipated for 2007-08.
19. Results to be Achieved by Non-federal Partners (if applicable)
CASS is delivered through agreements with five provinces (Ontario, Manitoba, Saskatchewan, Alberta, and Prince Edward Island) and through Service Canada in the remaining four provinces and the Yukon (CASS is not available in Quebec and only available on demand in Nunavut and North West Territories). Of the 4,638 producers who participated in 2007-08, 4,449 were in the provinces with
provincial delivery arrangements and 189 were in the provinces/territories served by Service Canada. In the provinces with provincial delivery arrangements, participation was as follows: Ontario (841), Manitoba (739), Saskatchewan (2,070), Alberta (764), and PEI (35). In provinces covered by Service Canada, participation was as follows: British Columbia (125), New Brunswick (25), Nova
Scotia (37) and Yukon (2). Overall, analysis to date indicates that 79% of CASS participants from provinces with provincial delivery were satisfied or very satisfied with the services provided for the development of their individual learning plan.
20. Contact Information:
Johanne Métayer, Director
Renewal Division, Farm Financial Programs Branch
Agriculture and Agri-Food Canada
613-759-6689
Note: Planned Spending and Total Allocation figures represent the amounts included in Estimates.
1. Name of Horizontal Initiative
Co-operatives Secretariat
2. Name of Lead Department(s)
Agriculture and Agri-Food Canada (AAFC)
3. Lead Department Program Activity
Rural and Co-operatives Secretariats
4. Start Date of the Horizontal Initiative
April 1, 2003
5. End Date of the Horizontal Initiative
March 31, 2008 (extended to March 31, 2009)
6. Total Federal Funding Allocation (start to end date)
$22.0 million over six years
7. Description of the Horizontal Initiative (including funding agreement)
The Co operatives Secretariat was established in 1987 to help the Government of Canada respond more effectively to the concerns and needs of Canadian co-operatives. The Secretariat advises the government on policies affecting co-operatives, co-ordinates the implementation of such policies, promotes co-operatives within the federal government, and provides a link between the
co-operative sector and the many federal departments and agencies with which they interact.
8. Shared Outcome(s)
The end outcome of the Government of Canada with respect to co operatives is the expanded use of the co-operatives model to enhance the economic growth and social development of Canadian rural and urban society. The objectives are to:
-raise awareness of the co operative model and of the role that co operatives can play in both social and economic development;
-promote policies, programs and legislation that support co operatives development to achieve federal policy objectives, and greater harmonization of efforts; and
- encourage the growth of existing co operatives and the creation of new co-operatives to meet the social and economic needs of Canadians.
9. Governance Structure(s):
The Co-operatives Secretariat was created to improve the relationship between Canadian co operatives and the 17 federal departments and agencies currently known to have legislation, policies or programs affecting co operatives. Formal mechanisms for collaboration include the Interdepartmental Committee on Co operatives, dialogue with provincial collaborators and sector working groups.
The Co-operatives Secretariat, working closely with the Minister responsible for co-operatives, acts as a coordinator for interaction between the government and the co operative sector. The Secretariat is headed by an Executive Director, and administrative services for the Secretariat are provided by AAFC. More details
on the functions of the Secretariat are available.
10. Federal Partners Involved | 11. Federal Partner Program Activity | 12. Names of Programs for Federal Partners | 13. Total Allocation (from start to end date) | 14. Planned Spending for 2007-2008 | 15. Actual Spending for 2007-2008 | 16. Expected Results for 2007-2008 | 17. Results Achieved in 2007-2008 |
---|---|---|---|---|---|---|---|
Co-operatives Secretariat/ AAFC
A listing of the 17 departments and agencies with legislation, policies and programs affecting co-operatives is available at: http://www.agr.gc.ca/rcs-src/coop/index_e.php?s1=leg&page=intro#CIC. |
Rural and Co-operatives Secretariats | Co-operative Development Initiative (CDI): - Advisory Services - Innovation & Research |
$22.0 million (for fiscal years 2003/04 to 2008/09) |
$4.1 million | $9.3 million | Enhanced capacity for development of co operatives. | Network of 20 provincial, regional and sectoral partners involved in the delivery of CDI - Advisory services |
Increased opportunities, barriers mitigated and enhanced capacity of co-operatives development through government policies, programs and services. | During 2007-08, the Ag-CDI was extended for 2 years which will enable partnership with the co-op sector to assist farmers who want to explore the co-op approach to capture new agricultural value-added opportunities, including biofuels. | ||||||
Total | $22.0 million | $4.1 million | $9.3 million |
18. Comments on variances:
The Ag-CDI funding renewal during the year increased available funding by $1M which was essentially expended.
19. Results Achieved by Non-Federal Partners:
Not applicable
20. Contact Information:
Donna Mitchell
Executive Director
Rural and Co-operatives Secretariats
613-759-7113
Note: Planned Spending and Total Allocation figures represent the amounts included in Estimates.
1. Name of Horizontal Initiative:
AAFC-Department of Foreign Affairs and International Trade (DFAIT) MOU on Agri-Food Specialists Positions Abroad
2. Name of Lead Department(s):
Agriculture and Agri-Food Canada (AAFC)
3. Lead Department Program Activity:
Markets and International
4. Start Date of the Horizontal Initiative:
2003-04 fiscal year
5. End Date of the Horizontal Initiative:
2007-08 fiscal year (extended to March 31, 2009)
6. Total Federal Funding Allocation (start to end date):
$44.4 million over six years
7. Description of the Horizontal Initiative:
This MOU was established under the 5 year Agricultural Policy Framework (APF) which ended in 2007/2008. The APF was extended for one year in order to facilitate the transition to Growing Forward, AAFC's new policy framework. The MOU establishes the operational principles, management practices and performance measurement criteria for the 34 agriculture and agri-food specialist
positions abroad. The objective is to enhance the delivery of the services to Canadian exporters in areas such as agriculture and agri-food business development, investment promotion, market access and advocacy, through Canadian Embassies and High Commissions located in key export markets.
8. Shared Outcome(s):
(a) Improved capacity within DFAIT's Trade Commissioner Service (TCS) to deliver in-market support to Canadian agriculture and food exporters;
(b) Increased recognition in targeted markets of Canada's ability to supply high quality, safe and innovative agriculture and food products produced in an environmentally responsible manner; and
(c) Improved market access in key markets for Canadian agriculture and food products.
9. Governance Structure(s):
The MOU Governance Model includes three levels:
(1) The Joint Management Committee (JMC) which approves costed work plans with milestones, targets and indicators; reviews expenditures; and reports semi-annually on results to the Deputy Ministers' Committee;
(2) Deputy Ministers who review and recommend the annual release of funds that are held in frozen allotment by Treasury Board Secretariat (TBS), and recommend the Ministers' approval of changes, where objectives of this MOU change materially; and
(3) Ministers who approve changes where objectives of this MOU change materially and who constitute the last resort dispute resolution.
A TBS official sits as an ex-officio member on the JMC.
This MOU Governance Structure was supported in 2007-08 by the International Markets Coordination Unit (IMCU), which will evolve in 2008-09 into the Agriculture and Food Trade Commissioner Service (AFTCS) at AAFC. Operating under the guidance of the relevant Directors General of AAFC and DFAIT and the Senior Director at TBS, IMCU consults with appropriate AAFC and DFAIT officials from
the geographic, trade policy, investment, performance measurement, and human resources teams.
10. Federal Partners |
11. Federal Partner Program Activity |
12. Names of Programs for Federal Partners |
13. Total Allocation (from start to end date) |
14. Planned Spending for 2007-2008 |
15. Actual Spending for 2007-2008 |
16. Expected Results for 2007-2008 |
17. Results Achieved in 2007-2008 |
---|---|---|---|---|---|---|---|
1. AAFC | Markets and International | a. International Team Program Delivery | $13.8 million | $2.5 million | $1.7 million | 1. Recognition gained and markets built through the implementation of Canada's branding strategy. | Agri-food specialists contributed to branding Canada abroad through timely information provided to potential customers, trade show participation, missions abroad, incoming buyer missions, etc. Examples include: participation in 5 international food shows in Russia, including the International VIV Show in Moscow; Foodex in Japan; the European Seafood Exposition in Brussels; HoFex in Hong Kong; Mexican buyers mission to Boston Seafood Show. |
2. Improved market access | Market access improvements have been made at several posts abroad. Key achievements include: Partial beef market opening in Indonesia; full beef access restored in the Philippines; maintained beef market access for under-thirty-months boneless beef to Hong Kong despite more BSE outbreaks in Canada; in June 2007 the market for Canadian beef was re-opened in Taipei, with conditions (de-boned meat from animals over 30 months of age). | ||||||
3. Technical barriers overcome | Overcame technical barriers for some key agri-food products. Examples of achievements: Korean Food and Drug Administration added the specifications for oxygenated products in its regulations. This has effectively removed an obstacle preventing access for Canadian oxygenated water; for salmon roe in Taipei export certificates are no longer required to certify that the wild fish from which the roe is taken are free of a number of several diseases endemic to the species; the EU reduced the end-use restriction on the cooked and peeled shrimp quota, increasing it to 20,000 tonnes. This change significantly opens the market to greater volumes of Canadian shrimp. | ||||||
b. Agricultural Policy Framework (For 10 additional positions and regularizing the 6.5 existing positions transferred) | $15.8 million (involves funds transferred from AAFC to DFAIT for work that supports AAFC and DFAIT Strategic Outcomes) | $3.2 million (involves funds transferred from AAFC to DFAIT for work that supports AAFC and DFAIT Strategic Outcomes) | $3.2 million | 1. Workplans developed for all agri-food positions abroad, harmonized as much as possible with DFAIT's planning and reporting requirements. | Workplans and reports developed. They will continue to be refined and updated as the work progresses. Progress has been made to integrate processes of both departments. | ||
2. Vacant positions staffed. | Candidates selected for New Delhi, Dubai and Singapore. Temporary duty assignments filled for Moscow, New York and Miami. |
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3. Training and pre-posting tour arranged for new agri-food specialists | Outreach and training provided for India and Moscow trade commissioners. | ||||||
4. Review of agricultural and food positions abroad in line with priority markets. | Review completed. | ||||||
5. Re-integration strategy developed for returning agri-food specialists. | Returning officers successfully reintegrated according to new processes, however, a formalized strategy is to be developed. | ||||||
c. Annual Reference Level Update (ARLU) (for original positions) | $9.5 million (involves funds transferred from AAFC to DFAIT for work that supports AAFC and DFAIT Strategic Outcomes) | $1.9 million | $1.9 million | ||||
2. DFAIT | Investment, Innovation and Sectors | Client Service Fund (for general expenditures in support of the positions) | $5.3 million | $1.1 million | $1.1 million | ||
Total | $44.4 million (for fiscal years 2003/04 to 2008/09 | $8.7 million | $7.9 million |
18. Comments on variances:
n/a
19. Results Achieved by Non-Federal Partners (if applicable):
n/a
20. Contact Information:
Bruce Howard, Director - Agriculture and Food Trade Commissioner Service
Room 1059A
935 Carling Ave. Ottawa, ON K1A 0C5
613-759-6284
howardb@agr.gc.ca
Note: Planned Spending and Total Allocation figures represent the amounts identified in Estimates.
1. Name of Horizontal Initiative
Farm Business Services
2. Name of Lead Department(s)
Agriculture and Agri-Food Canada (AAFC)
3. Lead Department Program Activity
Innovation and Renewal
4. Start Date of the Horizontal Initiative
April 1, 2003
5. End Date of the Horizontal Initiative
March 31, 2008 (extended to March 31, 2009)
6. Total Federal Funding Allocation (start to end date)
$109.0 million over six years
7. Description of the Horizontal Initiative (including funding agreement)
These services will provide eligible farmers access to financial consultants who will help them assess their finances and develop succession, action plans and business plans (financial, marketing, value-added). By providing access to financial consultants, this horizontal initiative contributes to the strategic outcome of innovation for growth.Further details can be found at the
following web link: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1177623682220&lang=e
8. Shared Outcome(s)
(a) Farmers' profitability increased;
(b) Improved choices about sources of income; and
(c) Production of farm products based on market and consumer demands respecting food safety and food quality and environmentally responsible production, and opportunities from science and innovation captured.
9. Governance Structure(s)
Program development and performance measurement by Renewal federal/provincial/territorial working group.
10. Federal Partners | 11. Federal Partner Program Activity | 12. Names of Programs for Federal Partners | 13. Total Allocation (from start to end date) | 14. Planned Spending for 2007-2008 | 15. Actual Spending for 2007-2008 | 16. Expected Results for 2007-2008 |
17. Results Achieved in 2007-2008 |
---|---|---|---|---|---|---|---|
Please note that expected results are different from the ones expressed in the 2007-08 Report on Plans and Priorities. Expected results presented here are consistent with those for Renewal Programs within the recently approved Performance Measurement Framework of the Management Resources and Results Structure. They also better reflect the outcomes of the program. | |||||||
1. AAC | Innovation and Renewal | a. Farm Business Assessment (FBA). This included for the beginning period of the FBA program, in cases where provinces had not yet signed their respective APF Implementation Agreements, the Farm Consultation Service (FCS), which was an existing program similar to FBA. Costs to deliver FCS have been included in FBA allocations. | $55.8 million | $15.3 million | $14.3 million | Farmers and farm families meet their financial goals. |
In 2007-2008, 8,086 producers participated in FBA, 5,759 of these through Options.
55% of FBA Client Impact Assessment (CIA) respondents indicated that the FBA had been helpful in reaching their most important farm business goal. Of all FBA CIA respondents approximately 77% of most important goals reported were financial goals. |
b. Specialized Business Planning Services (SBPS) | $26.5 million | $5.5 million | $7.2 million | Farmers and farm families meet their financial goals. | 643 producers participated in SBPS in 2007-2008, with a cumulative total of 1,817. 71% of SBPS CIA respondents reported that the SBPS program had assisted them in reaching their most important business goal. Of all SBPS CIA respondents 49% of most important goals reported were financial goals. | ||
c. Planning and Assessment for Value-added Enterprises (PAVE) | $26.7 million | $1.5 million | $0.6 million | Farmers and farm families meet their financial goals. | 28 producers participated in PAVE during 2007-2008, with a cumulative total of 161. | ||
Total | $109.0 million (fiscal years 2003/04 to 2007/2008) | $22.3 million | $22.1 million | Farmers and farm families meet their financial goals. |
The 2007 National Renewal Survey (NRS) results show that 41% of farmers and farm families are meeting their business and personal goals; up from 37% in 2004. In addition, 30% reported that their top business goal is maximizing return on investment, up from 26% in 2004.
From 2003-2008 21,144 producers participated in FBA, SBPS, or PAVE |
18. Comments on Variances
Increased awareness of the FBA program, combined with the FBA cross compliance requirement under the Options program has resulted in higher uptake than originally anticipated for 2007-08. Further, uptake of the SBPS program was similar to 2006-07, and a slight decline in PAVE program uptake occurred in 2007-08.
19. Results to be Achieved by Non-federal Partners (if applicable)
Planning and execution done jointly (federally and provincially) so provincial results do not differ.
20. Contact Information
Johanne Métayer, Director
Renewal Division, Farm Financial Programs Branch
Agriculture and Agri-Food Canada
613-759-6689
Note: Planned Spending and Total Allocation figures represent the amounts included in Estimates.
1. Name of Horizontal Initiative
MOU with Canadian Food Inspection Agency (CFIA) on Food Safety and Quality
2. Name of Lead Department(s)
Agriculture and Agri-Food Canada (AAFC)
3. Lead Department Program Activity
Food Safety and Food Quality
4. Start Date of the Horizontal Initiative
April 1, 2003 for both initiatives
5. End Date of the Horizontal Initiative
March 31, 2008 for Medicated Feeds initiative and
March 31, 2009 for On-Farm Food Safety Recognition initiative
6. Total Federal Funding Allocation (start to end date)
$29.4 over six years
7. Description of the Horizontal Initiative (including funding agreement):
To establish minimum standards, as well as inspection and enforcement strategies for manufacturers of medicated feed for food producing animals. Also to establish the On-Farm Food Safety Recognition Program (OFFSRP), which provides for government recognition of HACCP - based food safety systems developed and implemented by national producer associations.
Specific activities under the medicated feeds initiative will:
- promulgate and implement medicated feed regulations establishing minimum standards for manufacturers of medicated feed for food producing animals; and
- establish standards and policies supporting the design and implementation of an inspection and licensing system for these feed mills and farms by evaluating their manufacturing procedures and records.
Specific activities under the on-farm food safety recognition initiative will:
- establish a recognition system for on-farm food safety programs, which will ensure that adequate government oversight mechanisms are in place to maintain the confidence of Canada=s trading partners and facilitate open access to marketplace.
8. Shared Outcome(s) (MOU, section 1.2)
(a) protect human health by reducing exposure to hazards; and
(b) increase consumer confidence in the safety and quality of food produced in Canada
9. Governance Structure(s)
The MOU Governance Model includes three levels:
(1) the Joint Management Committee (JMC) which approves costed work plans with milestones, targets and indicators; reviews expenditures; and reports semi-annually on results to the Deputy Ministers' Committee;
(2) the Deputy Ministers' Committee which reviews and recommends the annual release of funds that are held in frozen allotment by Treasury Board Secretariat (TBS), and recommends the Minister's approval of changes, where objectives of this MOU change materially; and
(3) the Ministers who approve changes where objectives of this MOU change materially and who constitute the last resort for dispute resolution.
A TBS official sits as an ex-officio member on the first committee.
10. Federal Partners |
11. Federal Partner Program Activity |
12. Names of Programs for Federal Partners |
13. Total Allocation (from start to end date) |
14. Planned Spending for 2007-2008 |
15. Actual Spending for 2007-2008 |
16. Expected Results for 2007-2008 |
17. Results Achieved in 2007-2008 |
---|---|---|---|---|---|---|---|
1. AAFC (work performed by CFIA) |
Food Safety and Food Quality (AAFC)
2007-08 Food Safety and Public Health (CFIA) |
a. On-Farm Food Safety Recognition Program (OFFSRP) | $ 10.0 million for 2003/04 to 2007/08 plus $2.4 million for 2008/09 totalling $12.4 million over 6 fiscal years.(APF plus first year of Growing Forward) | $1.98 million | $1.5 million | OFFSRP Development - The requirements, criteria, and procedures for the 3rd party audit accreditation process developed and finalized |
- 3rd party audit accreditation process finalized. |
- Assessment process implemented (industry management system) - On-going monitoring process. Conduct - Pilots on accreditation and implementation assessment processes conducted - Training to industry and government partners on the details of the above processes provided |
- The latter stages of the OFFSRP developed in consultation with industry and FPT governments. | ||||||
OFFSRP Implementation - Ongoing technical review of industry-submitted generic HACCP models and producer manuals - Pilot on management system conducted. |
- Technical reviews completed on 2 more industry-submitted generic HACCP models and producer manuals, and 4 more were initiated. - Pilot completed on industry management system |
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- Ongoing technical review of industry procedures manual, management system documents and manuals.
Expanded Activities (from re-profiled funding) |
- No additional industry management systems were submitted for review.
- The existing information & supplemental information for the HDB were reviewed and updated. |
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- The web-based application for the provision of the HDB technical information to stakeholders developed and implemented. | - The web-based application has been developed and implemented. | ||||||
Generic Models - On-farm and / or post-farm HACCP generic models for identified products developed. Guidelines |
- HACCP generic models and Food Safety Practices Guidance documents for Sprouts, RTE Fresh Cut Vegetables, and Spices were fully developed and released to stakeholders - Work done in this area conducted through other activities |
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Enhanced knowledge skills - Work continued with provinces and stakeholders to identify knowledge and information gaps and integrate into generic plans and hazard data base as appropriate. Post Farm Recognition |
- Work done in this area conducted through other activities.
- Analysis on stakeholder need and OFFSRP completed. Preliminary work conducted on the conversion of OFFSRP manuals for use with the proposed PFFSRP |
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- Implementation strategy developed | - Program development and implementation plan created | ||||||
- Technical review process for HACCP plans and participant manuals piloted | - Pilot will be conducted following identification of both government and industry bodies to participate | ||||||
- Technical review process related to management systems developed | - Preliminary work conducted on the conversion of OFFSRP manuals for use with the proposed PFFSRP | ||||||
Technical Advice - Timely scientific and technical advice to AAFC and AAFC stakeholders provided. |
- Timely scientific and technical advice provided to AAFC and AAFC stakeholders. | ||||||
Information gathering and sharing - Workshop conducted with provincial partners to identify information needs, objectives and information management options. |
- work done in this area conducted through other activities. | ||||||
Surveillance - Current knowledge on the prevalence of E. coli 0157:H7, Salmonella and Campylobacter in food-producing animals and meat products marketed in Canada assessed. - Critical gaps in industry food safety plans that require action are identified. Strengthening Food Safety Programs - Key food safety, traceability and quality strategies development through work with interdepartmental colleagues as well as consultation with P/T Governments and external stakeholders. - Risk modelling tool to evaluate risk profiles development. |
The Survey design for the Surveillance study was completed.
- CFIA participation and input on various intradepartmental and interdepartmental committees and working groups - e.g. the FPT Food Safety Committee, FPT Strategy for Safe Food sub-committee and working groups, FPT HACCP Recognition sub-committee, AAFC's Growing Forward development, and the proposed Agriculture-Health Agenda. |
||||||
2. CFIA | b. Animal and Plant Resource Protection | Medicated Feed Regulations | $ 17.0 million for 2003/04 to 2007/08. |
$ 3.36 million | $2.6 million |
Development of the Proposed Regulations
- Regulatory text developed and finalized, including Regulatory Impact Analysis Statement and other required documents; Regulatory proposal published in Publish Gazette I and II |
Development of the Proposed Regulations
After consultations with stakeholders the regulatory text was developed and is currently with the Department of Justice for review. It is anticipated that the regulations may be published in Gazette Part 1 in late 2008. The Regulatory Impact Assessment Statement was reviewed and revised. |
- Continued participation in bilateral and multi-lateral stakeholder meetings and conferences to discuss the regulatory proposal |
Stakeholder meetings held to determine the controls necessary to meet regulatory outcomes and develop the Manual of Procedures outlining how to implement and assess the proposed controls,
Twelve information sessions held across the country to inform stakeholders about the proposed regulation. |
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- Environmental scan prepared on effective licensing options
- Functional licensing office opened |
A risk ranking model to assist in determining the risk of carryover medication residues to animal and human health. The draft model was presented to stakeholders, USFDA and gFARAD. Work is ongoing.
A decision was made not to spend significant amounts of funds evaluating options and open an office until the final the regulations were approve |
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Lab Accreditation
- Development continued on a lab accreditation system for medication guarantees and residues |
Lab Accreditation Ongoing work to support ISO 97025 accreditation through SCC Development of new methodologies to determine trace levels of medicating ingredients. |
||||||
Development of Training Program/Inspector Certification
-National documented training and assessment program for feed inspection staff developed |
Development of Training Program/Inspector Certification
A series of Training Manuals, E-Learning Courses and Workshop Templates were developed. The Launch of the Training Program is tentatively scheduled for July 2008. Facility Inspection |
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Computer Applications
- IT system to ensure availability of accurate, comprehensive electronic compliance information is improved |
A Compliance Verification System for feed facility inspection was developed.
Computer Applications Medicated Feed Team Staff coordinated Feed Program Submission for the improvements to the MCAP System, including reporting capabilities. |
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Total | $29.4 million (for fiscal years 2003/04 to 2008/09; (funds transferred from AAFC to CFIA) | $5.34 million | $4.1 million |
18. Comments on variances:
OFFSRP development is still on-going since further discussions to be held with industry and FPT governments regarding need and scope of latter stages of recognition process. As part of the Quality Assurance process, the web-based application and user acceptance testing is being conducted for the Hazard Database. OFFSRP development is continuing under a Memorandum of Understanding for
2008-09. Under the Medicated Feed Regulations a decision was made not to spend a significant amount of funds evaluating licensing options and opening an office until the final regulations are approve.
19. Results to be Achieved by Non-federal Partners (if applicable)
Not applicable
20. Contact Information
Anita Stanger
Director
Food Safety and Quality Programs Division
613-759-6054
Note: Planned Spending and Total Allocation figures represent the amounts included in Estimates.
1. Name of Horizontal Initiative
MOU with Health Canada (HC) on Food Safety and Quality and Environment
2. Name of Lead Department(s)
Agriculture and Agri-Food Canada (AAFC)
3. Lead Department Program Activity
Food Safety and Food Quality
4. Start Date of the Horizontal Initiative
April 1, 2003
5. End Date of the Horizontal Initiative
March 31, 2008
6. Total Federal Funding Allocation (start to end date)
$56.5 million over six years
7. Description of the Horizontal Initiative (including funding agreement)
To conduct research-related work in support of standard setting, on-farm food safety standards, national integrated enteric pathogen surveillance, and human health impact of on-farm anti-microbial use.
Specific activities will include:
8. Shared Outcome(s):
(a) protect human health by reducing exposure to hazards;
(b) increase consumer confidence in the safety and quality of food produced in Canada; and
(c) reduce agricultural risks to the environment and provide benefits to health and supply of water, with key priority areas being nutrients, human pathogens, pesticides and water conservation. [MOU, section 1.2]
9. Governance Structure(s)
The MOU Governance Model includes three levels:
(1) the Joint Management Committee (JMC) which approves costed work plans with milestones, targets and indicators; reviews expenditures; and reports semi-annually on results to the Deputy Ministers' Committee;
(2) the Deputy Ministers' Committee which reviews and recommends the annual release of funds that are held in frozen allotment by Treasury Board Secretariat (TBS), and recommends Ministers' approval of changes, where objectives of this MOU change materially; and
(3) Ministers who approve changes where objectives of this MOU change materially and who constitute the last resort for dispute resolution.
A TBS official sits as an ex-officio member on the JMC.
This MOU Governance Structure is supported by the Interdepartmental Director General Working Group, whose members are the relevant Directors General from AAFC, HC, and the Public Health Agency of Canada (PHAC) and a Senior Director from TBS.
10. Federal Partners | 11. Federal Partner Program Activity | 12. Names of Programs for Federal Partners | 13. Total Allocation (from start to end date) | 14. Planned Spending for 2007-2008 | 15. Actual Spending for 2007-2008 | 16. Expected Results for 2007-2008 |
17. Results Achieved in 2007-2008 |
---|---|---|---|---|---|---|---|
1. HC, PHAC and AAFC | Food Safety and Food Quality | a. HC On-Farm Food Safety Standards | $11.9 million | $2.5 million | $2.5 million | Increased quality, quantity and availability of information relevant to on-farm food safety issues. Policies and risk management strategies applicable on-farm |
- Developed CANLINE, a centralized, searchable database on levels of chemical contaminants in food: data generated by the HC and NCR will be readily accessible for use in health risk assessments and policy development activities within the department. |
Industry developed on farm food safety programs are recognized by on-farm food safety recognition programs
Ongoing collaborations with F/P/T governments on issue identification, gap analysis and data collection in support of research and or policy development. |
- Completed Strategy for Safe Food and obtained agreement in principle from the FPT Food Safety Committee to use the Strategy to identify key activities and priorities for the consideration of FPT ADMs of Agriculture and Health. | ||||||
b. HC Research in Support of Standard Setting | $9.2 million | $2.0 million | $2.0 million |
Increased capacity to identify and monitor key foodborne pathogens and chemical contaminants in food and food inputs at the farm level.
Increased scientific knowledge of key pathogens and chemical contaminants in food and food inputs at the farm level. Increased scientific contribution to the development of evidence-based on-farm food safety intervention strategies Established and/or strengthened partnerships among government policy makers, government researchers, academia and industry associations to optimize coordinated on-farm food safety research. (Work to be done by HC to pursue AAFC and HC Strategic Outcomes) |
- Conducted surveillance of raw agricultural products, animal feeds and composted manure from farms to better understand the transmission of Shigella, Salmonella, viruses such as the noroviruses, and other key pathogens through the food system. This will allow identification of key areas of interventions to manage microbiological risks, and to
develop Codes of Practice and educational materials. - Contributed to finding that human strains of noroviruses can be found in animals and be transmitted to humans through the food chain. Discovery could have a huge impact on policy. - Discovered a high prevalence of Giardia and Cryptosporidium (human parasites) on farms and the potential zoonotic transmission of these pathogens through direct contact, water or foods. This discovery could have a huge impact on policy. - Determined residue levels in single serving commodities at the farm level to establish the impacts of composting. These data provided knowledge of chemical contamination and residue drift within a growing operation, and to occupational exposure to these contaminants. - Conducted a large review on allergens and produced an Information Update document on the safety of including limited amounts of pure oats in the diet of Celiac patients. - Reviewed current risk assessment of dioxins, furans and dioxin-like PCBs. As a result, the HC's tolerable daily intake (TDI) for dioxins (and dioxin-like PCBs) has been revised and reduced almost 5-fold. |
||
c. PHAC - National Integrated Enteric Pathogen Surveillance | $3.3 million | $0.7 million | $0.7 million |
An integrated enteric pathogen sentinel site surveillance program is operational in one sentinel site (human, food, food animal, water) Data synthesis and analysis with respect to trends / emerging issues.
(Work to be done by PHAC to pursue AAFC, HC, and PHAC Strategic Outcomes) |
- Developed Framework for National Sentinel Surveillance - Consulted with National and International Stakeholders - MOUs and Agreements developed and signed. - Implemented and Maintained Pilot Sentinel Site using the region of Kitchener-Waterloo. - Reports, Publications, Presentations |
||
d. PHAC - Human Health Impact of On-Farm Antimicro-bial Use | $3.3 million | $0.7 million | $0.7 million |
Farm level studies on antimicrobial use and development of resistant pathogens. Data synthesis and analysis with respect to trends / emerging issues.
(Work to be done by PHAC to pursue AAFC HC, and PHAC Strategic Outcomes) |
- Consensus obtained among stakeholders contributed to the establishment of a sentinel vet/farm-based framework design where herd biosecurity and data confidentiality are protected. - This national program is active in the 5 major pork producing provinces, involving 28 veterinarians and 108 sentinel farms. - Additional support from BC, AB and SK provided better data in those provinces. Support included funds and in kind contributions. - On-farm surveillance provides the only usable data on antimicrobial use (AMU) in animals that is currently available in Canada. - Provincial, federal and industry funding agencies have funded on-farm research that will direct the expansion of this surveillance program to other commodities. - This infrastructure provides a platform to address new issues as they arise, e.g. methicillin-resistant Staphylococcus aureus (MRSA) in farmers. - This pilot will provide direction on the activities that contribute to core public health surveillance of the food-chain. |
||
e. HC - Water Quality Surveillance | $4.8 million ($4.0 million for HC; $0.8 million for AAFC) | $0.7 million | $0.7 million |
Define whether agriculture is a contributor of microbiological (faecal) contamination at drinking water supply intake points in three distinct watersheds; which will, in turn, contribute to the development of policies/strategies that will reduce human exposure to faecal contaminants (refer to logic model and HC PAA).
(Work to be done by HC and AAFC to pursue AAFC and HC Strategic Outcomes) |
- Strategic planning meetings held each year; finalized study activities for years 1 through 5. - Sampling using optimized MST methods (water and faecal) conducted on South Nation Watershed from 2004 to November 2007. - Comprehensive science reports completed annually. - Results presented at national and international fora, thereby contributing to the advancement of the field of MST. - Mining of data continues |
||
2. AAFC (work performed by AAFC) | AAFC - Research in Support of APF Priorities | $24.0 million | $4.0 million | $4.0 million | Scientific knowledge advanced and data on food safety provided. | Research activities were conducted on the effect of antimicrobial use in foods, alternative strategies to reduce antibiotic use in animals, improved detection and control of food borne viruses, bacteria and chemical toxicants including mycotoxins, enhanced knowledge of biochemical mechanisms and processes as they affect sensitivity to allergens and development of a comprehensive understanding of microbial interactions during food production from the farm to the plate and the impact of these interactions on the safety of food | |
Methodologies developed to detect and quantify foodborne viruses, food borne pathogens, allergens and mycotoxins in food nutrices. | - Allergic reactions appear to be on the rise in Canada. The impacts of AAFC research in this area include: AAFC scientists supplied control allergen reference materials for use in method development, evaluation and validation in support of Health - Canada's allergen policy development for detection of peanut allergens in chocolate. Identification of the potential sources of allergen cross-contamination during food processing was evaluated to provide allergen free product to sensitive consumers. - Samples of allergenic materials were provided to European scientists to be used in a human double blind food allergy challenge study by Europrevall. - North American study (26 Canadians and Americans) was completed and 13 allergens (5 novel) were identified and the frequency among the population of patients with soybean allergy was determined. In addition, over 2,500 soy lines were screened for hypo-allergenic material and antibodies developed against one. Detailed characterization of allergenic proteins continues as soy allergens are considered as one of the 10 allergens most frequently affecting people. |
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Continue to design and evaluate strategies to control pathogenic agents in food matrices, through food productive, processing, distribution, continuum. | - Through partnerships with the Canadian Food Inspection Agency (CFIA), Health Canada and provincial organizations, the food virology group has made breakthroughs in the methodology to detect and quantify food-borne pathogenic viruses in complex food matrices. Jointly, AAFC, HC, CFIA, and PHAC initiated a 4 year integrated national project to provide potential solutions to recurring incidents of contamination of fresh horticultural products including the detection and control of verotoxigenic E.coli (VTEC; includes E.coli O157:H7 and similar strains). Of special interest, research into the effect of beneficial bacteria - probiotics - on virulence of E. coli O157:H7 (bacteria responsible for "hamburger disease") produced results that indicate a role for probiotics in the treatment of E. coli O157:H7 infections. - An integrated study of the impact of pathogens and antibiotic use in beef and swine on the safety throughout the farm to food continuum progressed. Results will provide insight into potential of decreasing antibiotic use in animals therefore decreasing antibiotic resistance. |
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Total | $56.5 million (portions where AAFC is listed as a partner and work is performed by HC and/or PHAC involves funds transferred from AAFC to HC - see note) | $10.6 million (portions where AAFC is listed as a partner and work is performed by HC and/or PHAC involves funds transferred from AAFC to HC) | $10.6 million |
18. Comments on variances:
MOU ended March 31, 2008. All funds were dispersed. HC and PHAC are looking forward to further collaboration.
19. Results Achieved by Non-Federal Partners (if applicable):
Not applicable
20. Contact Information:
Dr. Maria Nazarowec-White
Program Coordinator
Research Branch
Food Safety and Quality
613-759-6378
Note: Planned Spending and total Allocation figures represent the amounts included in Estimates. Total Allocation for 2008-09 and beyond is dependent upon finalization of an extension MOU with PHAC, and is therefore not included in the Total Allocation.
1. Name of Horizontal Initiative
MOU with Environment Canada (EC) on the National Agri-Environmental Standards Initiative (NAESI)
2. Name of Lead Department(s)
Agriculture and Agri-Food Canada (AAFC)
Environment Canada
3. Lead Department Program Activity
AAFC: Environment
EC: Sustainable Agricultural Landscapes Program
4. Start Date of the Horizontal Initiative:
April 1, 2004
5. End Date of the Horizontal Initiative
March 31, 2008
6. Total Federal Funding Allocation (start to end date)
$25.0 million over four years
7. Description of the Horizontal Initiative (including funding agreement)
This initiative involves the development of non-regulatory agri-environmental "performance standards" (i.e., outcome-based standards) that will address both desired levels of environmental quality, and the levels that are considered achievable based on available technology and practice. These standards will act as benchmarks and targets against which environmental performance can be
assessed. They may also help guide development of practices used by producers and industry to help reduce environmental risks and provide benefits to the health and supply of water, the health of soils, the health of air and the atmosphere, thus ensuring compatibility between biodiversity and agriculture. Standards will be developed in four theme areas: Air, Water, Biodiversity and
Pesticides.
Funding for NAESI was allocated to EC under the APF and allotments were released to EC annually following the Deputy Ministers Committee decision based on the recommendation of the Joint Management Committee.
8. Shared Outcome(s)
(a) Consistent national agri-environmental standards are available to support, assess, and demonstrate progress towards the goal of environmentally sustainable agriculture in Canada;
(b) Recognition of Canada's role as a world leader in environmentally responsible agricultural production is advanced;
(c) Environmental farm planning and the move towards environmental farm certification is supported;
(d) Uptake of national standards to benefit the health and supply of water, soil, air and atmosphere; and
(e) Compatibility between agriculture and biodiversity is ensured.
9. Governance Structure(s)
The MOU Governance Model includes three levels:
(1) the Joint Management Committee (JMC) which approves costed work plans with milestones, targets and indicators; reviews expenditures; and reports semi-annually on results to the Deputy Ministers' Committee;
(2) the Deputy Ministers Committee which reviews and recommends the annual release of funds that are held in frozen allotment by Treasury Board Secretariat (TBS), and recommends Ministers' approval of changes, where objectives of this MOU change materially; and
(3) Ministers who approve changes where objectives of this MOU change materially and who constitute the last resort for dispute resolution.
A TBS official sits as an ex-officio member on the first committee.
This MOU Governance Structure is supported by the Interdepartmental Director General Steering Committee, whose members are the relevant Directors General from AAFC and EC and an Executive Director from TBS.
10. Federal Partners | 11. Federal Partner Program Activity | 12. Names of Programs for Federal Partners | 13. Total Allocation (from start to end date) | 14. Planned Spending for 2007-2008 | 15. Actual Spending for 2007-2008 | 16. Expected Results for 2007-2008 | 17. Results Achieved in 2007-2008 |
---|---|---|---|---|---|---|---|
AAFC | Environment | MOU with EC on NAESI | $25.0 million (for fiscal years 2004-05 to 2007-08) | $4.3 million | $4.3 million | - Completed protocols and standards for the water, biodiversity, air and pesticide themes - Completed science assessment for the air theme - Recommendation for standards use and draft implementation plan prepared - Stakeholder communication materials prepared and workshop held |
- EC developed approximately 90 metric-specific environmental performance standards related to water (nutrients, pathogens, sediments, in-stream flow, availability), biodiversity (habitat), pesticides (ideal and achievable standards for high risk pesticides, risk-based standards, meteorological standard for spray application, mixture and commodity
based standards) and air (agricultural ammonia emissions and its role in PM formation). - Ammonia science assessment completed. - Analysis of the maturity of standards for use to be completed this fiscal year. - Two newsletters and 2007 technical reports published. |
EC | Sustainable Agricultural Landscapes Program | MOU with AAFC on NAESI | Same as above | Same as above | |||
Total | $25.0 million (work to be done by EC to pursue joint EC/AAFC Strategic Outcomes) | $4.3 million | $4.3 million |
18. Comments on Variances
19. Results Achieved by Non-Federal Partners:
There are no non-federal partners involved in NAESI.
20. Contact Information:
Sarah Kalff
Manager, Biophysical Information and Analysis
Agri-Environmental Policy Bureau
613-715-5195
Note: Planned Spending and Total Allocation figures represent the amounts included in Estimates.
1. Name of Horizontal Initiative
Production Insurance (PI)
2. Name of Lead Department(s)
Agriculture and Agri-Food Canada (AAFC)
3. Lead Department Program Activity
Business Risk Management (BRM)
4. Start Date of the Horizontal Initiative:
April 1, 2003
5. End Date of the Horizontal Initiative
March 31, 2008
6. Total Federal Funding Allocation (start to end date)
$2.0 billion estimated over five years.
7. Description of the Horizontal Initiative (including funding agreement)
Under the Agricultural Policy Framework (APF), PI is one of two core federal-provincial-territorial BRM programs available to Canadian Producers. PI is designed to stabilize producers' incomes by minimizing the economic impacts of production losses arising from natural hazards like drought, hail, frost, and excessive moisture, as well as uncontrollable pests and diseases. The program
is cost-shared by producers and governments. It is delivered by the provinces, with the federal government contributing a portion of total premiums and administrative costs. By stabilizing producers' income, this horizontal initiative contributes to AAFC's strategic outcome "Security of the Food System".
8. Shared Outcome(s)
Expand production loss protection to a broader range of agricultural commodities to further reduce the need for ad hoc compensation.
9. Governance Structure(s)
PI is a provincial-territorial program to which the federal government contributes financially under federal-provincial-territorial APF Implementation Agreements. Governance structure includes various national standards outlined in federal PI Regulations and federal-provincial committees (Production Insurance and BRM Working Groups as well as Policy Assistant Deputy Ministers).
10. Federal Partners | 11. Federal Partner Program Activity | 12. Names of Programs for Federal Partners | 13. Total Allocation (from start to end date) | 14. Planned Spending for 2007-2008 | 15. Actual Spending for 2007-2008 | 16. Expected Results for 2007-2008 | 17. Results Achieved in 2007-2008 |
---|---|---|---|---|---|---|---|
1. AAFC | Business Risk Management | Production Insurance | $2.0 billion (for fiscal years 2003/04 to 2007/08) | $407.2 million | $422.1 million | 1. Increased number of new programs and options available to farmers, including new plans for horticulture, forage and livestock sectors. | 12 new plans, programs and options. |
2. Increased producer participation in provinces and territories that have amended existing plans and that are implementing new plans and options. | 2,047 new contracts | ||||||
Total | $2.0 billion (see note) | $407.2 million (see note) | $422.1 million |
18. Comments on Variances
Total expenditures for 2007/08 were higher than what was planned due to rise in grain and oilseed prices which have increased total premium costs.
19. Results Achieved by Non-Federal Partners:
N/A
20. Contact Information:
Michel Massé
A/Director
Production Insurance and Risk Management Division
Farm Financial Programs Branch
613-759-6179
Note: Planned Spending and Total Allocation figures represent the amounts included in Estimates. Planned spending includes Production Insurance premiums, Production Insurance administration expenses, Wildlife Damage Compensation, and Wildlife Damage Compensation administration expenses.
See also the related horizontal initiative: Canadian Agricultural Income Stabilization program
1. Name of Horizontal Initiative:
Rural Development
2. Name of Lead Department(s):
Agriculture and Agri-Food Canada (AAFC)
3. Lead Department Program Activity:
Rural and Co-operatives Secretariats
4. Start Date of the Horizontal Initiative:
April 1, 2003
5. End Date of the Horizontal Initiative:
March 31, 2008 (extended to March 31, 2009)
6. Total Federal Funding Allocation (start to end date):
$69.4 million over six years
7. Description of the Horizontal Initiative (including funding agreement):
The Government of Canada has mandated the Rural Secretariat with developing, coordinating, and implementing a national, coordinated, cross-government approach to better understand the issues and concerns of rural Canadians and to encourage federal departments and agencies to make adjustments to their policies, programs and services to reflect the unique needs of rural communities. In
conjunction with 34 federal departments and agencies - the Canadian Rural Partnership - the Government of Canada aims to integrate its economic, social, environmental and cultural policies to enhance the quality of life for rural Canadians.
8. Shared Outcome(s):
The outcome is enhanced access by rural Canadians to opportunities which will allow them to contribute to and benefit from Canada's prosperity and success. It is based on the following six guiding principles:
9. Governance Structure(s):
The federal partnership - the Canadian Rural Partnership - is managed by the Rural Secretariat based in AAFC in cooperation with an Assistant Deputy Minister Steering Committee and an Interdepartmental Working Group with representatives from 34 federal departments and agencies involved in the rural agenda. Horizontal coordination and leadership are provided by the Rural Secretariat
under the direction of the Minister. This collaborative effort is reinforced by Rural Teams in each province and territory comprised of the federal government in the region with most teams also including members from the provincial or territorial government and/or sectoral stakeholders. At the Federal/Provincial/Territorial (F/P/T) level there is an Assistant Deputy Ministers
Committee and a Working Group reporting to FPT Ministers responsible for the Rural file.
10. Federal Partners Involved in each program |
11. Federal Partner Program Activity | 12. Names of Programs for Federal Partners | 13. Total Allocation (from start to end date) | 14. Planned Spending for 2007-2008 | 15. Actual Spending for 2007-2008 | 16. Expected Results for 2007-2008 |
17. Results Achieved in 2007-2008 |
---|---|---|---|---|---|---|---|
Rural Secretariat
A listing of the 34 departments and agencies of the Canadian Rural Partnership isa available at http://rural.gc.ca/part_e.phtml. |
Rural and Co-operatives Secretariat | 1. Rural Dialogue 2. Rural Lens 3. Rural Research and Analysis 4. Outreach 5. Rural Programs |
$69.4 million (for fiscal years 2003/04 to 2008/09) | $11.3 million (for all program elements) |
$18.2 million (for all program elements) |
A stronger rural voice | More than 300 regional initiatives (including learning events, workshops, dialogues and research projects) were achieved |
Enhanced capacity for development of rural communities | The Community Information database (CID) has shown continued strong usage (800-1,000 visits per month – comparable to last year) | ||||||
Increased opportunities, barriers mitigated and rural development capacity enhanced through Government policies, programs and services. | Rural Development Network (RDN) involves members from 29 depts - held 18 inter-departmental activities. Consolidated membership (24 depts last year). | ||||||
Total | $69.4 million | $11.3 million | $18.2 million |
18. Comments on variances:
Models for Rural Development program had unused funding in 2006/2007 which was carried over into the 2007/2008 fiscal year.
19. Results Achieved by Non-Federal Partners:
Not applicable
20. Contact Information:
Donna Mitchell
Executive Director
Rural and Co-operatives Secretariats
613-759-7113
Note: Planned Spending and Total Allocation figures represent the amounts included in Estimates.
Atlantic Canada Tourism Partnership (ACTP)
International Business Development Program (IBDP)
1. Name of Horizontal Initiative |
2. Name of Lead Department |
||
---|---|---|---|
Atlantic Canada Tourism Partnership (ACTP) |
ACOA |
||
3. Start Date of Horizontal Initiative |
4. End Date of Horizontal Initiative |
5. Total Federal Funding Allocation |
|
April 1, 2006 |
March 31, 2009 |
$9.95 million |
|
6. Description of Horizontal Initiative |
|||
Tourism offers significant opportunities for economic growth and social development in Atlantic Canada. The sector is far more important to the economic prosperity of Atlantic Canada than it is in other Canadian jurisdictions. Visitor spending injects $3.24 billion into the regional economy. Tourism employs over 110,000 Atlantic Canadians and represents 5.5% of the region’s GDP, compared with 2.5% nationally. For the past 15 years, ACOA has worked with provincial and industry partners to maximize the economic benefits of this sector. The Atlantic Canada Tourism Partnership (ACTP) was established in 1991 to promote the entire Atlantic region as a tourism destination in targeted markets. The ACTP is a nine‑member, pan‑Atlantic partnership comprising ACOA, the four provincial tourism industry associations and the Atlantic provincial government departments responsible for tourism. To continue making inroads in key markets, and to continue to bolster the region’s tourism industry, the ACTP launched its fourth consecutive international tourism marketing initiative. This three‑year project (fiscal years 2006‑2007 to 2008‑2009), valued at $19.95 million, supports integrated, research‑driven consumer, trade and media relations campaigns to attract more visitors to Atlantic Canada from key markets in the United States, Europe and Japan. The ACTP initiatives are: The cost‑sharing for this partnership is 50% ($9.975 million) from ACOA, 30% ($5.985 million) from the Provinces, and 20% ($3.99 million) from the provincial industry associations. Contributions from ACOA and the Provinces are in the form of cash; contributions from industry associations include cash, in‑kind and other cash investments in relation to partnership‑related activities (e.g. trade registrations and trade partnerships). See the ACTP website at http://www.actp-ptca.ca/. |
|||
7. Shared Outcomes |
|||
The goal of the ACTP exemplifies the strategic outcomes for ACOA's priority of increasing revenues, profits, investment and wages. The ACTP’s outcomes aim to: |
|||
8. Governance Structure |
|||
The activities of the ACTP are managed by a management committee comprising the presidents of the four tourism industry associations, the four provincial deputy ministers responsible for tourism, and two representatives of ACOA. The management committee is responsible for the administration and management of the partnership agreement, approving work plans and budgets, program evaluation, and overseeing the work of its marketing committee. The marketing committee undertakes activities that are coordinated by federal, provincial and industry representatives, and is responsible for implementing ACTP initiatives. A secretariat (annual budget $300,000) oversees the day‑to‑day operations of the ACTP and is responsible for implementing a communications strategy, as well as annual and end‑of‑agreement evaluations of the partnership. |
|||
9. Partners involved in each program |
|||
ACOA is the sole federal funding department. The ACTP partners with the Canadian Tourism Commission on international research and marketing initiatives, on an ad‑hoc basis. Federal Departments/Agencies: Provincial Governments: (30% of funding) Private Sector Organizations: (20% of funding) |
|||
10. Name of Program |
11. Total Allocation |
12. Planned Spending for 2007-2008 |
13. Actual Spending for 2007-2008 |
United States Marketing Initiative |
$8.30 million |
$2.77 million |
$2.76 million |
Results for 2007‑2008 |
14. Expected Results for 2007-2008 |
15. Results Achieved in 2007-2008 |
|
Return on Investment (ROI): measurable tourism revenues generated per partner dollar invested in integrated marketing/media campaigns |
$14 to $1 |
$19.45 to $1 |
|
Number of visitor parties related to the marketing program |
30,000 |
55,385 |
|
Dollar amount of visitor spending on goods/services relate to the marketing program |
$38.78 million |
$82.9 |
|
16. Comments on Variances |
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The ACTP developed an Internet conversion model to assess the impact of travellers who download tourism information directly from the Internet, rather than request literature through traditional means. The inclusion of these inquiries into its conversion research enabled the ACTP to measure the incremental impact of the Internet on media‑generated information requests, party visits and related visitor spending/revenues. Consumer media campaigns generated $82.1 million in incremental revenues for tourism SMEs in Atlantic Canada, and a ROI of $26.52 to $1.00. US Tour Wholesaler Partnerships generated an additional $900,000 in revenues, and an ROI of $10.17. The inclusion of several non‑ROI generating activities (e.g. travel trade shows, media relations program, consumer website development research) resulted in an overall ROI of $19.45. |
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10. Name of Program
|
11. Total Allocation |
12. Planned Spending for 2007-2008 |
13. Actual Spending for 2007-2008 |
Overseas Marketing Initiative |
$1.2 million |
$0.4 million |
$0.4 million |
Results 2007‑2008 |
14. Expected Results for 2007-2008 |
15. Results Achieved in 2007-2008 |
|
Return on Investment: measurable tourism revenues generated per partner dollar invested in integrated marketing/media campaigns |
$6 to $1 |
$4.74 to $1 |
|
Partnerships formed with Overseas Tour Wholesalers |
20 |
14 |
|
Dollar amount of visitor spending on goods/services resulting from the Overseas Tour Wholesaler partnerships |
$2.4 million |
$3.7 million |
|
16. Comments on Variances |
|||
The ACTP refocused its European Tour Wholesaler Partnership (ETWP) program on those partnerships having the greatest potential to generate the highest return. The number of partnerships was reduced from 20 (target) to 14 (achieved). These generated $3.7 million in incremental revenues for tourism SMEs in Atlantic Canada, and an ETWP-ROI of $15.58 to $1.00. The ACTP also invested in several non‑ROI‑generating activities (e.g. travel trade shows, media relations program, consumer website development, research). These investments resulted in an overall ROI of $4.74, versus the $6.00 target. |
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17. Results to be Achieved by Non-federal Partners (if applicable) |
|||
N/A |
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18. Contact Information |
|||
Rob McCloskey, Director General, |
1. Name of Horizontal Initiative |
2. Name of Lead Department |
||
---|---|---|---|
International Business Development Program |
ACOA |
||
3. Start Date |
4. End Date |
5. Total Federal Funding Allocation |
|
April 11, 2005 |
March 31, 2010 |
$7.0 million |
|
6. Description of the Horizontal Initiative |
|||
The International Business Development Program (IBDP) involves four Atlantic provincial governments and three federal departments: ACOA, Foreign Affairs and International Trade Canada, and Industry Canada. The previous International Business Development Agreement (IBDA) was first signed in May 1994 for three years and $3 million, and was extended in March 1997 for a further three years and $2 million. A second extension, for $8 million, involved the seven partners in international business development for a further four years from 2000 to 2004. The new $10‑million IBDP will continue the work of the partners until 2010. Funding for the agreement is shared 70/30 by the federal and provincial governments. The IBDP’s mandate is: to undertake specific measures to optimize regional coordination on a pan‑Atlantic scale and combine limited resources to coordinate trade‑related activities. The commitment to this IBDP, with the increased funding allocation, attests to both the IBDA’s positive results and its significance for the future of the region’s international business development (see http://www.acoa-apeca.gc.ca/e/ibda/index.shtml). |
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7. Shared Outcomes |
|||
The shared outcomes for the IBDP partners are as follows, and support ACOA’s priority for trade: Since the original IBDA commenced in 1994, the Agency and its partners have administered over 200 projects involving some 3,500 Atlantic Canadian companies. The IBDA assisted 182 companies to begin exporting, 380 exporters to increase their export sales, and 259 exporters to expand into new markets. |
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8. Governance Structure |
|||
ACOA is the lead organization for this initiative and houses the secretariat responsible for administering the agreement. A management committee, comprising a representative from each of the partners, is responsible for the planning and management of the agreement’s programs and the evaluation of projects. |
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9. Federal Partners involved in each program |
|||
Federal departments and agencies (70% funding) Provincial governments (30% funding)
|
|||
10. Name of Programs |
11. Total Allocation |
12. Planned Spending |
13. Actual Spending |
International Business Development Program (IBDP) |
$7.0 million |
$1.8 million |
$2.1 million |
Results for 2007‑2008 |
14. Expected Results for the Life of the Agreement (2005‑2006 through 2009‑2010) |
15. Results Achieved in |
|
40 companies |
5 |
||
Existing exporters reporting sales to new markets |
75 companies |
17 |
|
Existing exporters reporting increased sales to existing markets |
150 companies |
33 |
|
16. Comments on Variances |
|||
Expected results are for the lifetime of the agreement, and data collection continues for two years after the term of the agreement. The target date to fully achieve these expected results is 2012. |
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17. Results to be Achieved by Non-federal Partners (if applicable) |
|||
N/A |
|||
18. Contact Information |
|||
Michel Têtu, Director General, |
1. Name of Horizontal Initiative |
2. Name of Lead Department |
||
---|---|---|---|
Team Canada Atlantic |
ACOA |
||
3. Start Date |
4. End Date |
5. Total Federal Funding Allocation |
|
April 1999 |
March 31, 2010 |
$11.14 million |
|
6. Description of the Horizontal Initiative |
|||
Team Canada Atlantic (TCA) is a partnership of ACOA and the four Atlantic Provinces, with support from Agriculture and Agri‑Food Canada, Industry Canada, and Foreign Affairs and International Trade Canada. TCA is committed to strengthening the trade and investment relationship between Atlantic Canada and the United States. From 1999 to 2008, approximately $6.5 million was spent on TCA missions; as of June 2008, mission participants reported actual sales of nearly $45 million. The core of the TCA approach is the trade mission, which enables small and medium‑sized businesses from across Atlantic Canada to meet with potential buyers, agents, distributors and strategic partners in the United States. The mission format features a comprehensive program that equips private sector participants with the knowledge, contacts and advice they require to make the best of their international opportunities before, during and after their ventures abroad. Missions also provide the Government of Canada and the Atlantic provincial governments with crucial opportunities to promote the region as a tremendous location for foreign investment. See the TCA website at http://www.teamcanadaatlantic.ca/. |
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7. Shared Outcomes |
|||
The TCA trade missions are focused on small to medium‑sized enterprises (SMEs) in Atlantic Canada and are intended to assist SMEs to increase exports and attract investments in key markets. The mission objectives are to: As of June 2008, Team Canada Atlantic had completed 14 missions to United States markets, involving 531 companies and more than 3,665 business meetings, and resulting in more than $44 million in actual sales. |
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8. Governance Structure |
|||
A management committee, comprising senior officials of ACOA, Foreign Affairs and International Trade Canada, and provincial governments is the decision‑making body that directs and oversees the coordination and implementation of the TCA missions. The TCA organizing committee is responsible for organizing the missions, and includes representation from the four provincial trade departments in Atlantic Canada, Foreign Affairs and International Trade Canada, Agriculture and Agri‑Food Canada, and the Team Canada Atlantic Secretariat. The secretariat, housed at ACOA, is responsible for the overall coordination and implementation of the TCA missions. |
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9. Federal Partners involved in each program |
|||
• ACOA |
|||
10. Name of Programs |
11. Total Allocation |
12. Planned Spending |
13. Actual Spending |
Team Canada Atlantic |
ACOA $11.14 million |
ACOA $356,000 (G&C) |
ACOA $337,829 (G&C) |
Results for 2007‑2008 |
14. Expected Results for 2007-2008 |
15. Results Achieved in 2007-2008 |
|
SMEs that have increased export‑readiness |
40 |
41 |
|
New exporters |
5 |
8 |
|
Exporters developing new markets |
5 |
16 |
|
Forecasted export sales by SMEs |
$30 million |
$15 million |
|
16. Comments on Variances |
|||
|
|||
17. Results to be Achieved by Non-federal Partners (if applicable) |
|||
N/A |
|||
18. Contact Information |
|||
Michel Têtu, Director General, |
Supplementary information on the CBSA’s participation in horizontal initiatives can be found on the TBS Web site.
1. Name of Horizontal Initiative: Action Plan for Official Languages | |||
2. Name of lead department: Department of Canadian Heritage |
3. Lead department program activity: Corporate (Internal) Services |
||
4. Start Date: April 1, 2003 | 5. End Date: March 31, 2008 | ||
6. Total Federal Funding Allocation: $787.3 M (In April 2005, a 3-year allocation (2005-08) in the amount of $36.0 M was added to the original amount of $751.3M, for the Enabling Fund, a program administered by the Department of Human Resources and Social Development.) | |||
7. Description: The Action Plan is a policy statement of the Government of Canada that strengthens the implementation obligations under the Official Languages Act and includes a number of initiatives aimed at the enhancement and promotion of linguistic duality in Canadian society. Ten (10) federal institutions received funds for sectoral programs and activities related to official languages (OL). Another key component of the Action Plan is the implementation of an accountability framework and the establishment of overall coordination of government-wide processes relating to official languages. The implementation of the Action Plan is a component of the wider Official Languages Program (OLP) as it has been defined and approved by the Committee of Deputy Ministers on Official Languages (CDMOL) in December 2004. | |||
8. Shared Outcomes: Three levels of results have been identified for the Official Languages Program:Ultimate ResultCanadians enjoy the benefit of linguistic duality; live and work in communities that reflect Canadian values with respect to the use of English and French, and have access to government services in the language of their choice.Intermediate Results
|
|||
9. Governance Structures (within Canadian Heritage): The Minister responsible for Official Languages has specific responsibility for the implementation of the Action Plan for Official Languages. The Official Languages Branch (OLB) of Intergovernmental Affairs (IGA) became the Official Languages Secretariat (OLS) when it was transferred to the Department of Canadian Heritage on February 6, 2006. The OLS will continue to support the Minister responsible for Official Languages and the activities related to the horizontal coordination of the Official Languages Program, including implementation of the Action Plan. OLS will also support the overall governance of the Official Languages Program through various mechanisms and committees. |
List of Federal Partners
Detailed sub-tables are included for each federal partner:
A. | |||
10. Federal Partners | Canadian Heritage | ||
11. Federal Partner Program Activity PA) | PA 8: Corporate services | ||
12. Names of Programs for Federal Partners | a. Accountability and Coordination Framework (Formerly with Privy Council Office) |
||
13. Total Allocation (from start to end date) | $13.5M | ||
14. Planned Spending for 2007–2008 |
$2.0M | ||
15. Actual Spending for 2007-08 |
$1,715,768 | ||
16. Expected Results for 2007–2008 | Better horizontal communication between federal institutions. Increased exchanges and improved communication between federal institutions and official language minority communities (OLMCs). Increased exchanges and improved cooperation between the federal government and the provinces and territories. Better scientific and empirical knowledge of linguistic duality in Canada. |
||
17. Results achieved in 2007-08 | The Official Languages Secretariat (OLS) held two regular meetings of the three interdepartmental committees on policy, evaluation and research, and ensured successful horizontal communication among federal institutions. Public consultations on linguistic duality and official languages were held in seven cities in Canada in December 2007 and January 2008, under the leadership of Mr Bernard Lord. The OLS provided support to multilateral meetings, such as the Ministerial Conference on Canadian Francophonie in 2007. It also served as a facilitator, and maintained continuous dialogue with the provinces and territories. The SLO held a symposium in January 2008 in Ottawa to clarify official languages research issues. It was attended by 165 stakeholders from the academic community, and community and government representatives. A document was published following the symposium. In December 2007, a preliminary report was published by Statistics Canada on the Survey on the Vitality of Official-Language Minorities (SVOLM). The Survey was funded by a number of departments and the Office of the Commissioner of Official Languages, and will lead to the publication of new reports based on SVOLM data |
||
10. Federal Partners | Canadian Heritage | ||
11. Federal Partner Program Activity PA) | PA 6: Community development and capacity building PA 5: Promotion of intercultural understanding |
||
12. Names of Programs for Federal Partners | b. Education –minority language & second-language | ||
13. Total Allocation (from start to end date) | $346.0M | ||
14. Planned Spending for 2007–2008 |
$86.4M (does not include operating funds) | ||
15. Actual Spending for 2007-08 |
$94,716,587 | ||
16. Expected Results for 2007–2008 | Implementation by provinces and territories of agreements and action plans' | ||
17. Results achieved in 2007-08 | The multi-year education agreements with the Council of Ministers of Education (CMEC) and the provinces and territories were implemented in 2007–2008. In minority language education, Action Plan spending to date has been concentrated mainly in four areas:
|
||
10. Federal Partners | Canadian Heritage | ||
11. Federal Partner Program Activity PA) | PA 6: Community development and capacity building PA 5: Promotion of intercultural understanding |
||
12. Names of Programs for Federal Partners | c. Bursary Program | ||
13. Total Allocation (from start to end date) | $24.0M | ||
14. Planned Spending for 2007–2008 |
$7.2M | ||
15. Actual Spending for 2007-08 |
$7.2M | ||
16. Expected Results for 2007–2008 | Continue the implementation and promotion of the new programs Destination Clic and Explore. | ||
17. Results achieved in 2007-08 | Continued implementation and promotion of the programs Explore and Destination Clic, which provide language learning and development bursaries for Canadian students. During the first four years of implementation of the Action Plan, the federal government has increased the number of bursary program participants by 23% and the value of each bursary by 9%. |
||
10. Federal Partners | Canadian Heritage | ||
11. Federal Partner Program Activity PA) | PA 6: Community development and capacity building PA 5: Promotion of intercultural understanding |
||
12. Names of Programs for Federal Partners | d. Official Languages Monitor Program | ||
13. Total Allocation (from start to end date) | $11.5M | ||
14. Planned Spending for 2007–2008 | $3.6M | ||
15. Actual Spending for 2007-08 |
$3.6M | ||
16. Expected Results for 2007–2008 | Continue the implementation and promotion of the new programs Accent and Odyssey. | ||
17. Results achieved in 2007-08 | Continued implementation and promotion of the Accent and Odyssey programs. These programs provide educational institutions with full- and part-time language monitors to assist teachers with language and learning and development by Canadian students, enabling the monitors to practise their second language or their mother tongue and deepen their appreciation for Canada's cultural diversity. | ||
10. Federal Partners | Canadian Heritage | ||
11. Federal Partner Program Activity PA) | PA 6: Community development and capacity building | ||
12. Names of Programs for Federal Partners | e. Support to minority communities | ||
13. Total Allocation (from start to end date) | $19.0M | ||
14. Planned Spending for 2007–2008 |
$4.05M | ||
15. Actual Spending for 2007-08 |
$4,057,025 | ||
16. Expected Results for 2007–2008 | Investment in priority areas for the communities, i-e, culture, communication and promotion of community activities. | ||
17. Results achieved in 2007-08 | The Department of Canadian Heritage targeted community radio stations, cultural outreach and participatory activities. Funds were allocated to community organizations to help them offer a range of activities contributing to increased use of their official language by Canadians living in OLMCs. Regular use of a language is one way of preserving it. | ||
10. Federal Partners | Canadian Heritage | ||
11. Federal Partner Program Activity PA) | PA 6: Community development and capacity building. | ||
12. Names of Programs for Federal Partners | f. Intergovernmental Cooperation | ||
13. Total Allocation (from start to end date) | $14.5M | ||
14. Planned Spending for 2007–2008 |
$4.05M | ||
15. Actual Spending for 2007-08 |
$4,164,582 | ||
16. Expected Results for 2007–2008 | Foster the development of provincial and territorial services in priority areas | ||
17. Results achieved in 2007-08 | The provinces and territories play a key role in the development and vitality of OLMCs. Through the Action Plan, Canadian Heritage has increased support to the provinces and territories for intergovernmental cooperation in minority language services. This funding has made it possible to assist the development and implementation of concrete measures to improve the level of service available in areas of provincial jurisdiction, other than education, considered priorities for OLMCs. | ||
10. Federal Partners | Canadian Heritage | ||
11. Federal Partner Program Activity PA) | PA 5: Promotion of intercultural understanding PA 6: Community development and capacity building |
||
12. Names of Programs for Federal Partners | g. Research and administration | ||
13. Total Allocation (from start to end date) | $0.0 | ||
14. Planned Spending for 2007–2008 |
$9.7M | ||
15. Actual Spending for 2007-08 |
$9.7M | ||
16. Expected Results for 2007–2008 | Program administration and special research initiatives. | ||
17. Results achieved in 2007-08 | Funds were allocated to program administration and specific research initiatives. The latter contribute to policy and program orientation. For example, during the years covered by the Action Plan, funding made it possible to contribute to the SVOLM and to research on the factors contributing to the vitality of OLMCs in northern communities. | ||
B. | |||
10. Federal Partners | Public Service Human Resources Management Agency of Canada (Formerly with Treasury Board Secretariat | ||
11. Federal Partner Program Activity PA) | N/A | ||
12. Names of Programs for Federal Partners | a) Investing in Innovation | ||
13. Total Allocation (from start to end date) | $14 M | ||
14. Planned Spending for 2007–2008 |
$0.0 | ||
15. Actual Spending for 2007-08 |
N/A | ||
16. Expected Results for 2007–2008 | N/A | ||
17. Results achieved in 2007-08 | N/A | ||
10. Federal Partners | Public Service Human Resources Management Agency of Canada (Formerly with Treasury Board Secretariat | ||
11. Federal Partner Program Activity PA) | PA 1: Strategic orientation, partnership and integration program | ||
12. Names of Programs for Federal Partners | b. Centre of Excellence | ||
13. Total Allocation (from start to end date) | $12.0M | ||
14. Planned Spending for 2007–2008 |
$3.0M | ||
15. Actual Spending for 2007-08 |
$3.0M | ||
16. Expected Results for 2007–2008 | Continue improving accountability for official languages and service to Canadians; progressively promote the emergence of a shared and consolidated vision of the concepts of a bilingual workplace. Carry out the information campaign to promote the emergence of a shared and consolidated vision of the concept of a bilingual workplace. |
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17. Results achieved in 2007-08 | PA 1: Strategic orientation, partnership and integration program –SA1, SSA4: Official languages policy
The Agency: - ensured that OL policy instruments were up to date and consistent with current circumstances, and allowed relatively uniform government-wide application of the provisions of the OLA respecting service to the public, language of work, equitable participation by both communities, equal employment and promotion opportunities within institutions, the setting of language requirements and access to language training; - launched an information campaign, in conjunction with eight departments, agencies and Crown corporations, designed to establish official languages more firmly among the core values of Canadian society (respect, fairness and inclusion); to inform employees of their rights and obligations, and the federal government's responsibilities towards OLMCs; and to promote linguistic duality. The purpose of the campaign is to prepare the way for a change of culture and exert a positive influence on employee attitudes and behaviour. - provided federal institutions with an interpretation service for OL policy instruments. - provided institutions with support, opinions and advice to assist them in applying the provisions of the policy instruments. - prepared and distributed Determining the linguistic profile of bilingual positions, a tool to assist managers. - arranged meetings and workshops to give persons responsible for official languages in federal institutions a better understanding of the requirements of the OLA and the policy instruments.PA 1: Strategic orientation, partnership and integration program – SA 3 (Partnerships and alignments) SSA 1 (Champions, networks and communities of interest) The Agency held two regular meetings and a retreat for each of the two OL advisory committees. The work of these committees makes it possible to ensure that the persons responsible for official languages in institutions are better equipped to carry out their duties under the OLA by giving them an opportunity to learn about the latest developments, take part in consultations, exchange information, and broaden their knowledge of the OLP; - held its third annual forum on best practices. The theme of the 2007 edition was "Official Languages Enhanced by Good Practices." Some 300 people attended; - held the 2007 edition of the annual conference of OL champions in Summerside, PEI. The theme for this event was Les langues officielles : au cœur de nos valeurs fondamentales. Participants shared ideas, learned about the circumstances of the Acadian community and discussed OL challenges in general. - held four briefings for newly-appointed OL champions, attended by some 40 champions and co-champions; - participated as an active member in the six meetings of the Council of the Network of Departmental Official Languages Champions, and related activities. PA 3 (Integrity and sustainability program) – SA 3 (Reports), SSA 2 (Report on official languages) The Agency: - regularly monitored OL management controls and practices by establishing regular contact with the persons responsible for official languages in institutions. - analysed the performance of each institution through the annual review exercise, using a risk-management approach, and reported to institutions any potential risks or areas for improvement. - collected information for the annual report on official languages (including the collection of outstanding best practices and those leading to economies of scale). - designed and used a new electronic tool for the horizontal analysis of annual OL reviews provided by institutions. The tool greatly simplifies horizontal analysis and makes it even more systematic, since the information is compared with data from information systems, general knowledge of the files and information gleaned from the Agency's support and monitoring activities. - assessed the performance of institutions in the context of the Management Accountability Framework (MAF). - conducted five audits on: active offer in the NCR; supervision at Export Development Canada; supervision at the Office of the Superintendent of Financial Institutions; new obligations respecting communication with the public and service delivery (Saskatchewan and Manitoba); active offer and service to the public in bilingual offices (Saskatchewan and Manitoba). |
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C. | |||
10. Federal Partners | Canada School of Public Service (Formerly with Treasury Board Secretariat) | ||
11. Federal Partner Program Activity PA) | N/A | ||
12. Names of Programs for Federal Partners | Rebuilding Capacity | ||
13. Total Allocation (from start to end date) | $38.6M | ||
14. Planned Spending for 2007–2008 |
$0.0M | ||
15. Actual Spending for 2007-08 |
N/A | ||
16. Expected Results for 2007–2008 | N/A | ||
17. Results achieved in 2007-08 | N/A | ||
D. | |||
10. Federal Partners | Health Canada | ||
11. Federal Partner Program Activity PA) | PA: Canadian health system | ||
12. Names of Programs for Federal Partners | a. Networking | ||
13. Total Allocation (from start to end date) | $14.0M | ||
14. Planned Spending for 2007–2008 |
$3.0M | ||
15. Actual Spending for 2007-08 |
$6.3M | ||
16. Expected Results for 2007–2008 | Improved access to health services in the language of choice. Improved health of Canadians in OLMCs. Increased networking among health professionals and policy makers with respect to OLMC health care access issues. Implementation of information-exchange mechanisms between health partners and OLMC members. Increased commitment by health partners to improve health care services. |
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17. Results achieved in 2007-08 | French-Speaking Official Language Minority Communities Since the launch of Community Networking Support in 2003, seventeen networks have been established and are operational in all provinces and territories where Francophones are in a minority situation. These networks bring together representatives of each of the five main partners involved in improving access to French-language health services, i.e., health professions, managers of health institutions, political decision-makers, academic institutions and the communities. Educating and bringing these partners together in order to get their concrete support and commitment has been one of the networks' key activities, and probably their greatest success to date. Many of the activities have resulted in mobilizing the various stakeholders, for example, meetings every four to twelve weeks of committees composed of representatives of the five stakeholder groups, training workshops for health care professionals, the organization of conferences, and the launch of initiatives relating to access to health services. Networks have been recognized, to varying degrees according to province and territory, as key stakeholders. Seven networks in four provinces (Prince Edward Island, New Brunswick, Ontario and Manitoba) have received formal recognition by their respective provincial departments of health. Over half the networks have established informal relations with the provincial/territorial governments in their jurisdictions, and with other health partners. Each network has:
http://santefrancais.ca English-Speaking Official Language Minority Communities Eleven formal networks are bringing together English-speaking minority communities and service providers at the local, regional and provincial levels. Most of these networks are working to integrate primary health care initiatives and language training, retention and distance service projects. This strategy has ensured that community participants in each network have a vital minimum capacity to mobilize and create networks with public partners. Two of these networks have been established to address sector and provincial needs. The Fraser Recovery Program provides programs to prevent youth and adult substance abuse. The Community Health and Social Services Network (CHSSN) fosters projects and initiatives through partnership and network building to promote access to English-language health and social services and support the vitality of English-speaking minority communities. The provincial network (CHSSN) has linked all the network units.
|
||
10. Federal Partners | Health Canada | ||
11. Federal Partner Program Activity PA) | PA: Canadian health system | ||
12. Names of Programs for Federal Partners | b. Training and Retention | ||
13. Total Allocation (from start to end date) | $75.0M | ||
14. Planned Spending for 2007–2008 |
$20.0M | ||
15. Actual Spending for 2007-08 |
$25.0M | ||
16. Expected Results for 2007–2008 | Improved access to health services in the language of choice. Improved health of Canadians in official language minority communities.Increased capacity for training of health professionals within OLMCs.Increased number of health professionals to meet the needs of OLMCs.Improved quality and quantity of health care services available to OLMCs. |
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17. Results achieved in 2007-08 | French-Speaking Official Language Minority Communities The summative evaluation of the Health Care Training and Research Project of the Consortium national de formation en santé (CNFS) identifies a number of success factors for the project's 5-year history (2003 to 2008).
English-Speaking Official Language Minority Communities McGill University was allocated $11.5M for its Training and Human Resources Development Project. The project consists of four measures that are being implemented over a 3.5-year period (October 2004–March 2008).
In 2005–2006, English language training was provided to 1 427 workers in 15 of Quebec's health and social services regions. In 2006–2007, 1 993 workers received English-language training in 17 regions. The latter represents 93% of the target which was set by McGill for 2006–2007. The target number of French-speaking health professionals for which English-language courses will be provided in 2007–2008 has been targeted at 2 000. For more information regarding the achievements of the Training and retention activities for English-speaking minority communities, please consult the website of the McGill Training and Human Resources Development Project at http://www.mcgill.ca/hssaccess/ |
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10. Federal Partners | Health Canada | ||
11. Federal Partner Program Activity PA) | |||
12. Names of Programs for Federal Partners | c. Primary Health Care Transition Fund | ||
13. Total Allocation (from start to end date) | $30.0M | ||
14. Planned Spending for 2007–2008 |
$0.0 | ||
15. Actual Spending for 2007-08 |
N/A | ||
16. Expected Results for 2007–2008 | This $30M component of the Action Plan for primary health care initiatives was originally funded until March 2006 and later extended to September 2006. Additional program funds of $10M were approved for projects in 2006–2007. There is currently no provision to fund these activities in 2007–2008. | ||
17. Results achieved in 2007-08 | N/A | ||
Total | |||
E. | |||
10. Federal Partners | Human Resources and Social Development Canada | ||
11. Federal Partner Program Activity PA) | PA: Learning and Workplace Skills | ||
12. Names of Programs for Federal Partners | a. Literacy | ||
13. Total Allocation (from start to end date) | $7.4M | ||
14. Planned Spending for 2007–2008 |
$1.1M | ||
15. Actual Spending for 2007-08 |
$1.3M | ||
16. Expected Results for 2007–2008 | The integration of a results-based management approach by partner organizations in the Family Literacy Initiative. An increased number of family literacy activities in OLMCs.Training for family literacy for practitioners operating in a minority-francophone context.Implementation of a network of family literacy practitioners among literacy trainers in OLMC context.Réseau d'experts en alphabétisation familiale –Annual activities report.Summative evaluation of the family literacy initiative in OLMCs.Hosting a family literacy conference:
|
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17. Results achieved in 2007-08 | A summative evaluation of the Centre de leadership en évaluation was undertaken at the request of the Fédération canadienne d'alphabétisation en français. 1 237 people have completed family literacy training sessions.36 new family literacy trainers and stakeholders participated in the training.11 provincial/territorial francophone literacy organizations members of the Fédération canadienne d'alphabétisation en français continued to maintain links with diverse community stakeholders (associations of parents, daycares, libraries, municipalities, etc.)The annual report for 2007–2008 of the Fédération canadienne d'alphabétisation en français was released in May 2008.Evaluation completed by the Office of Literacy and Essential Skills and submitted to the Department of Canadian Heritage in September 2007. A 2e Colloque en alphabétisation familiale from the Fédération canadienne pour l'alphabétisation en français (FCAF) was held on March 6 and 7, 2008 in Ottawa.Meetings of the Family Literacy Research Steering Committee were held to prepare a conference on the development of a francophone literacy research network from April 23 to 25, 2008 in Montreal: L'alphabétisation en français à l'heure des réseaux et des communautés d'échanges en ligne. |
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10. Federal Partners | Human Resources and Social Development Canada | ||
11. Federal Partner Program Activity PA) | PA: Labour Market | ||
12. Names of Programs for Federal Partners | b. Internships | ||
13. Total Allocation (from start to end date) | $7.3M | ||
14. Planned Spending for 2007–2008 |
$0.0 | ||
15. Actual Spending for 2007-08 |
$1.7M | ||
16. Expected Results for 2007–2008 | $7.3M comes from the Summer Work Experience program. This funding is the commitment as stated in the Action Plan for Official Languages for the period of 2003 to 2008. To date the number of internships (650) expected has been largely exceeded. As per the last report (May 2006) a total of 1 144 young people received an employment experience for OLMCs. | ||
17. Results achieved in 2007-08 | 1 865 internships in OLMCs through the Youth Employment Strategy | ||
10. Federal Partners | Human Resources and Social Development Canada | ||
11. Federal Partner Program Activity PA) | |||
12. Names of Programs for Federal Partners | c. enabling fund | ||
13. Total Allocation (from start to end date) | $36.0M | ||
14. Planned Spending for 2007–2008 |
$12.0M | ||
15. Actual Spending for 2007-08 |
$11.8M | ||
16. Expected Results for 2007–2008 | Continued viability of the infrastructures and networks as mechanisms for government supporting OLMCs. Improved knowledge of official language minority communities from community profiles; the information will be used to guide funding decisions, benchmarking and assessing progress and future evaluation.Increased OLMCs' capacity, at the organization and network levels, to produce community development plans and projects.Increased capacity of local human resources in official language minority communities to promote and implement their own development.Increased community vitality, including economic and job growth in OLMCs. |
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17. Results achieved in 2007-08 | The Enabling Fund was renewed for 2008–2009 and the program will also be considered for the future federal strategy on official languages An independent evaluation showed notable progress in the capacity of the networks in creating partnerships and initiatives for community economic and human resources developmentEach community benefits from a community profile and a plan for economic development.The program managed to leverage $14.1M from non federal sources for a total of $24M.Furthermore, each permanent employee of the provincial and territorial RDÉEs generated an average of 24 indirect jobs that would otherwise not be created without their involvement. |
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10. Federal Partners | Human Resources and Social Development Canada | ||
11. Federal Partner Program Activity PA) | PA: Policy, Research and Communication | ||
12. Names of Programs for Federal Partners | d. Pilot Projects for Child Care | ||
13. Total Allocation (from start to end date) | $10.8M | ||
14. Planned Spending for 2007–2008 |
$3.1M | ||
15. Actual Spending for 2007-08 |
$2.5M | ||
16. Expected Results for 2007–2008 | Implementation of the pilot-child project in five minority Francophone communities | ||
17. Results achieved in 2007-08 | The pilot project has been implemented in six minority Francophone communities | ||
10. Federal Partners | Human Resources and Social Development Canada | ||
11. Federal Partner Program Activity PA) | PA: Social Investment | ||
12. Names of Programs for Federal Partners | e. Development of NGO Capacity | ||
13. Total Allocation (from start to end date) | $3.8M | ||
14. Planned Spending for 2007–2008 |
$0.68M | ||
15. Actual Spending for 2007-08 |
$0.65M | ||
16. Expected Results for 2007–2008 | Production of French language learning materials to enable parents and community-based parent organizations to promote French language early childhood development programs in official language minority communities by making investments in national francophone non-government organizations | ||
17. Results achieved in 2007-08 | The National Table on Early Childhood Development (ECD) developed an ECD Framework for francophone OLMCs. The Framework establishes the vision of the various sectors operating in early childhood and sets out an implementation strategy for advancing ECD. The Framework was approved by all sectors that are part of the National ECD Table, and a strategic link was made particularly with four sectors: education, health, justice and immigration. Production of materials such as a guide for identity building in the home for parents, a hands-on cross-sector collaboration guide and a study on the implementation costs of centers for integrated early childhood development services |
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F. | |||
10. Federal Partners | Industry Canada | ||
11. Federal Partner Program Activity PA) | SPA: Section 41, Official Languages Act SPA: Language Industry Program and Canadian Apparel and Textile Industries Program SPA: Virtual Francommunities |
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12. Names of Programs for Federal Partners | a. Outreach and Counselling | ||
13. Total Allocation (from start to end date) | $8.0M | ||
14. Planned Spending for 2007–2008 |
$1.0M | ||
15. Actual Spending for 2007-08 |
$2.2M | ||
16. Expected Results for 2007–2008 | Maintain established Industry Canada network of at least one full-time counsellor per region to liaise and assist Official Language Minority Communities (OLMCs). Continue to increase presence and understanding of Industry Canada programs and services to OLMCs in all Industry Canada regions. The outreach and communications activities are geared towards levering the OLMCs to increase their participation in Industry Canada's existing programs |
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17. Results achieved in 2007-08 | Outcome achieved:The Network of Counsellors and Coordinators continued operating until March 31, 2008 Outcome achieved - Action taken: - Joint consultations with Industry Canada (IC), the regional development agencies (RDAs) and OLMC representatives - Regional briefings and participation in meetings and conferences by officials from the Network of Counsellors and Coordinators Outcome achieved - Action taken: - development of new communication and marketing products Indicator: - a study of participation by OLMCs in IC and RDA programs shows that OLMCs receive funding proportional to their representation in the Canadian community |
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10. Federal Partners | Industry Canada | ||
11. Federal Partner Program Activity PA) | SPA: Section 41, Official Languages Act SPA: Language Industry Program and Canadian Apparel and Textile Industries Program SPA: Virtual Francommunities |
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12. Names of Programs for Federal Partners | b. Internships | ||
13. Total Allocation (from start to end date) | $2.0M | ||
14. Planned Spending for 2007–2008 |
$0.8M | ||
15. Actual Spending for 2007-08 |
$0.8M | ||
16. Expected Results for 2007–2008 | Continue developing partnerships for internship initiatives to support an increase in the number of skilled workers, new or enhanced businesses and the adoption of emerging technologies to meet the targets set out in the Treasury Board submission to invest $2M over 4 years to create 200 internships | ||
17. Results achieved in 2007-08 | Outcome achieved 45 internships completed in 2007–2008 |
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10. Federal Partners | Industry Canada | ||
11. Federal Partner Program Activity PA) | SPA: Section 41, Official Languages Act SPA: Language Industry Program and Canadian Apparel and Textile Industries Program SPA: Virtual Francommunities |
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12. Names of Programs for Federal Partners | c. Pilot Projects (Tele-Training; Tele-Learning) | ||
13. Total Allocation (from start to end date) | $10.0M | ||
14. Planned Spending for 2007–2008 |
$1.5M | ||
15. Actual Spending for 2007-08 |
$1.6M | ||
16. Expected Results for 2007–2008 | Develop partnerships with universities, colleges and non-profit corporations to initiate pilot projects to bring leading-edge technologies to OLMCs as per the $10M allocation over 5 years identified in the Treasury Board submission to expand the content and applications for tele-education and for tele-training. | ||
17. Results achieved in 2007-08 | Outcome achieved: 16 pilot projects funded in 2007–2008. | ||
10. Federal Partners | Industry Canada | ||
11. Federal Partner Program Activity PA) | SPA: Section 41, Official Languages Act SPA: Language Industry Program and Canadian Apparel and Textile Industries Program SPA: Virtual Francommunities |
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12. Names of Programs for Federal Partners | d. Francommunautés virtuelles | ||
13. Total Allocation (from start to end date) | $13.0M | ||
14. Planned Spending for 2007–2008 |
$4.0M | ||
15. Actual Spending for 2007-08 |
$4.5M | ||
16. Expected Results for 2007–2008 | Support up to 50 new projects under the current competition for funding. Carry out a summative evaluation of the program. |
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17. Results achieved in 2007-08 | Outcome achieved: 26 new projects supported in 2007–2008; 12 projects begun in 2006–2007 and completed in 2007–2008 Outcome achieved: The evaluation report will be studied by the IC Audit and Evaluation Committee in June 2008. |
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10. Federal Partners | Industry Canada | ||
11. Federal Partner Program Activity PA) | SPA: Section 41, Official Languages Act SPA: Language Industry Program and Canadian Apparel and Textile Industries Program SPA: Virtual Francommunities |
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12. Names of Programs for Federal Partners | e. Canadian Network of Language Industries | ||
13. Total Allocation (from start to end date) | $5.0M | ||
14. Planned Spending for 2007–2008 |
$1.0M | ||
15. Actual Spending for 2007-08 |
$1.0M | ||
16. Expected Results for 2007–2008 | Representative Association recognized by governments and the industry. Support the development and the adoption of Canadian quality standards for translation services and language training schools. Consolidation of language training sector. Exit strategy implemented. |
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17. Results achieved in 2007-08 | Outcome achieved: AILIA made representations to the Standing Committee on OL, the Lord consultations and several departments (IC, PWGSC, DFAIT, PCH). In an inquiry, AILIA members acknowledged the importance of the work completed. Through hard work by the various partners, standards for translation services are now awaiting approval by the Standards Council of Canada. There is now a single standard for public and private schools. Outcome achieved: Since March 2008, a single association has represented the sector. A strategy was developed and implemented. It covers four aspects: communication, human resources, finance and information management |
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10. Federal Partners | Industry Canada | ||
11. Federal Partner Program Activity PA) | SPA: Section 41, Official Languages Act SPA: Language Industry Program and Canadian Apparel and Textile Industries Program SPA: Virtual Francommunities |
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12. Names of Programs for Federal Partners | f. Marketing and Branding | ||
13. Total Allocation (from start to end date) | $5.0M | ||
14. Planned Spending for 2007–2008 |
$1.0M | ||
15. Actual Spending for 2007-08 |
$0.6M | ||
16. Expected Results for 2007–2008 | Maximize use of the funding for the language industry program. Increased knowledge of and access to national and international markets. Continued support for the development and promotion of the industry. |
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17. Results achieved in 2007-08 | Outcome achieved : 75% of total funding was awarded to industry, and used. Four market studies have been completed or published. Continued support for the activities of AILIA, and program management. Promotion of the industry to the various stakeholders: governments, organizations and corporations. |
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G. | |||
10. Federal Partners | National Research Council Canada | ||
11. Federal Partner Program Activity PA) | PA: Information technology | ||
12. Names of Programs for Federal Partners | Institute for Information Technology - Language Technologies Research Group | ||
13. Total Allocation (from start to end date) | $10.0M | ||
14. Planned Spending for 2007–2008 |
$2.6M | ||
15. Actual Spending for 2007-08 |
$2,579,436 | ||
16. Expected Results for 2007–2008 | Our aim is to create scientific and technological advances for the benefits of our clients. In 2007–08, we will continue to drive forward our technology in statistical machine translation (SMT), securing its highly competitive status on the international scene. We will protect these gains with patents and we will publish the results in top ranking journals and conferences. Our SMT technology will be deployed in smart user-oriented applications, providing translators and terminologists with a range of novel aids. These will include: assistance for the development and maintenance of multilingual terminology, aids for translation capture (e.g. translation dictation), aids for translation authoring (e.g. SMT-enriched translation memory systems) as well as aids for translation checking. These efforts will be done jointly with our partners at the LTRC, our national partners (i.e. universities) and several international partners. Lastly, we aim to produce this year at least one technology transfer to the private industry. | ||
17. Results achieved in 2007-08 | Nightingale consortium, GALE research program of the DARPA agency (U.S. Department of Defence) This activity has helped us ensure and demonstrate that our machine translation technology is world-class. Jointly with some of our Nightingale partners, we have continued to provide competitive Chinese-to-English machine translation technology to the satisfaction of the client (DARPA). As a result, our funding was not only renewed for the upcoming third year but also increased by 50% with the previous year. SMART consortium, IST program from the European community The SMART consortium has started to test the applicability of new machine learning methods (such as kernel regression techniques) to the problem of machine translation. Preliminary results are very encouraging. Collaboration Systran/NRC A hybrid system combining Systran and NRC's Portage has yielded excellent results in international competitions. Business discussions have been initiated. |
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H. | |||
10. Federal Partners | Justice Canada | ||
11. Federal Partner Program Activity PA) | PA: Services to government | ||
12. Names of Programs for Federal Partners | a. Accountability and Coordination Framework | ||
13. Total Allocation (from start to end date) | $2.5M | ||
14. Planned Spending for 2007–2008 |
$0.35M | ||
15. Actual Spending for 2007-08 |
$0.37M | ||
16. Expected Results for 2007–2008 | Federal institutions use legal tools to meet their duties under the OLA. Legal services on language rights are improved. Federal institutions have improved knowledge of their duties under the law. |
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17. Results achieved in 2007-08 | A guide to the implementation of Part VII was developed jointly with the OLS. The DOJ evaluation found that legal services had improved. Awareness activities for federal public servants were offered once again in 2007–2008. |
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10. Federal Partners | Justice Canada | ||
11. Federal Partner Program Activity PA) | PA: Justice, policy, legislation and programs | ||
12. Names of Programs for Federal Partners | b. Legal Obligations (i) Contraventions |
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13. Total Allocation (from start to end date) | $27..0M | ||
14. Planned Spending for 2007–2008 |
$4.7M | ||
15. Actual Spending for 2007-08 |
$1.6M$ | ||
16. Expected Results for 2007–2008 | Amendments have been made to the agreements and regulations with Ontario, British Columbia, Manitoba and Nova Scotia. New agreements are expected with Saskatchewan, Alberta, Newfoundland and Labrador and the City of Mississauga. These amendments will provide that services will be accessible and that there will be an active offer of service in both official languages wherever demand is sufficient. |
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17. Results achieved in 2007-08 | Discussions were undertaken with Prince Edward Island and Newfoundland and Labrador. No agreement reached in 2007–2008. | ||
10. Federal Partners | Justice Canada | ||
11. Federal Partner Program Activity PA) | PA: Services to government | ||
12. Names of Programs for Federal Partners | b. Legal Obligations (ii) Bill S-41: The Legislative Instruments Re-Enactment Act |
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13. Total Allocation (from start to end date) | |||
14. Planned Spending for 2007–2008 |
$0.4M | ||
15. Actual Spending for 2007-08 |
$0.6M | ||
16. Expected Results for 2007–2008 | In conformity with subsection 9(1) of the Act the Minister of Justice has completed a review of the implementation and operation of s. 4 of the Act. As well, under s. 9 of the Act, the Minister of Justice also has to submit a report on the review to each House of Parliament by June 13, 2008. | ||
17. Results achieved in 2007-08 | Between December 2007 and June 2008, 259 legislative instruments were re-enacted through five regulations The review report on the implementation of s. 4 of the Act is scheduled to be tabled in both Houses of Parliament on June 12, 2008. |
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10. Federal Partners | Justice Canada | ||
11. Federal Partner Program Activity PA) | PA: Justice, policy, legislation and programs | ||
12. Names of Programs for Federal Partners | c. Access to Justice | ||
13. Total Allocation (from start to end date) | $18.5M | ||
14. Planned Spending for 2007–2008 |
$4.1M | ||
15. Actual Spending for 2007-08 |
$3.7M | ||
16. Expected Results for 2007–2008 | Increased capacity to respond to issues related to access to justice in both official languages. Better informed public and legal communities. |
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17. Results achieved in 2007-08 | The summative evaluation of the Support Fund indicates that it is relevant and effective and that the projects funded have helped improve access to justice in both official languages and the ability of those concerned to provide such services. The Support Fund has helped associations of French-speaking jurists to discharge their mandate more effectively, contributed to the development of language tools for lawyers and the training of jurists, and made it possible for stakeholders to come together to combine their efforts. Activities undertaken through the Support Fund have achieved significant successes. First, while it was expected that partnerships would develop between participants, the power of the networks and the cooperation that resulted were not expected. Second, the associations of French-speaking jurists enjoy greater prominence within their respective community networks and have credibility as advocacy agencies. Third, jurilinguistic centres have been able to develop internationally-recognized expertise in their field. |
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I. | |||
10. Federal Partners | Citizenship and Immigration Canada | ||
11. Federal Partner Program Activity PA) | PA1: Immigration Program PA 2: Temporary Resident Program PA 4: Refugee Program PA 5: Integration Program |
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12. Names of Programs for Federal Partners | Support to Communities | ||
13. Total Allocation (from start to end date) | $9.0M | ||
14. Planned Spending for 2007–2008 |
$2.0M | ||
15. Actual Spending for 2007-08 |
$1,965,750 | ||
16. Expected Results for 2007–2008 | Implement the Strategic Plan to Foster Immigration to Francophone Minority Communities (FMC). Promote immigration abroad, improve the reception capacity of Francophone minority communities, and strengthen their reception and settlement infrastructures for Francophone newcomers to facilitate their social and cultural integration. Coordinate the Steering Committee and the Implementation Committee, and support research on the FMCs. | ||
17. Results achieved in 2007-08 | Implementation of the Strategic Plan to Foster Immigration to Francophone Minority Communities and coordination of the Steering Committee and the Implementation Committee CIC – FMC Steering Committee met in September 2007 and approved three additional priorities to those presented in its strategic plan to foster immigration to FMCs and the annual report presented by the Implementation Committee. Regional sub-committees on francophone immigration continued to work on the implementation of the Strategic Plan. Promotion abroad Small- and large- scale promotion and recruitment events were organized and promotional material was developed. For example, "Destination Canada" took place in November 2007 in Paris, Lyon, Brussels and Tunis. Improvement of the absorption capacity of FMCs and reinforcement of intake and settlement structures for French-speaking newcomers to assist their social and cultural integration. Several networks were implemented across Canada to ensure coordination of immigration of French-speaking immigrants to FMCs. Awareness activities were organized in schools and in the community. Initiatives and tools to facilitate the social and economic integration of French-speaking immigrants to FMCs were also funded. Support for research CIC funded and participated in events that furthered a better understanding of factors surrounding the immigration and integration of French-speaking newcomers to Canada. For example the Journée de réflexion sur l'immigration francophone was organized by CIC Metropolis in Toronto in March 2007 and in April 2008 in Moncton and CIC contributed to an article in the spring 2008 edition of the magazine Canadian Issues on immigration and diversity in FMCs. |
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Total Allocation (from start to end date | Planned Spending for 2007–2008 |
Actual Spending for 2007-08 |
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Total : | $787.4 M | $183.0M | $198.9M |
18. Comments on the variance : N/A | |||
19. Results to be achieved by Non-Federal Partners (if applicable): | N/A | ||
20. Contact : olslo@pch.gc.ca | http://www.pch.gc.ca/slo-ols/ | Approved by:Jérôme Moisan Date approved: June 20th, 2008 |
1. Name of horizontal initiative:2010 Winter Olympic and Paralympic Games – Delivering on our Commitments | |
2. Name of lead department(s):Department of Canadian Heritage | 3. Lead department program activity: PA2 – Sustainability of cultural expression and participation PA7 – Participation in community and civic life |
4. Start dateof the horizontal initiative: Fiscal Year 2003–2004 |
5. End date of the horizontal initiative: March 31st, 2012 |
6. Total federal funding allocation (start to end date): $622.1M (2004–05 to 2011–12) | |
7. Description of the Horizontal Initiative: To monitor and report on the Government of Canada's contribution to the 2010 Winter Games, which engage Canadians from across the country; reflect Canadian values and priorities in their planning, delivery, and international profile, and promote opportunities to advance public policy goals and to make strategic investments that support long-term tangible economic benefits, and sport, social, cultural and environmental legacies for all Canadians. (http://www.pch.gc.ca). The Government of Canada is a key partner in the 2010 Winter Games. The 2010 Federal Secretariat within the Department of Canadian Heritage works horizontally to support and promote federal engagement in the planning and delivering the Games, which includes providing high quality essential federal services, as well as capital and legacy funding. The 2010 Federal Secretariat works with its partners and stakeholders to leverage the Games as an opportunity to advance public policy objectives, establish lasting legacies, and derive maximum benefit for all Canadians. (www.canada2010.gc.ca). |
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8. Shared Outcomes:
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9. Governance Structures (within the Department of Canadian Heritage) 2010 Federal Games Secretariat Representative Working Group (RWG) The 2010 Federal Secretariat, under the leadership of the Deputy Minister of Canadian Heritage, supports the Framework for Federal Coordination (FFC). The FCC is the primary mechanism for promoting horizontal management of the Winter Games. This governance structure consists of three levels:
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10. Federal Partners |
11. Federal Partner Program Activity (PA) |
12. Names of Programs for Federal Partners |
13. Total Allocation (from start to end date) |
14. Planned Spending for 2007–08 |
15. Actual Spending for 2007–08 |
16. Expected Results for 2007–08 |
17. Results Achieved in 2007–08 |
1. Canadian Heritage | Strategic Outcome 1 :1 Canadians express and share their diverse cultural experiences with each other and the world. PA2: Sustainability of cultural expression and participation |
$ | $122.7M | $ | Increased opportunities for federal visibility on 2010 activities; Improved relations with partners and with the 2010 Federal Framework for Coordination (FFC); Diligent spending on all aspects of federal funding. |
Pursued activities to foster positive domestic and international exposure and to help make these 'Canada's Games' Protecting Canadian investment by monitoring progress and performing due diligence on the venue construction program. Ensuring effective coordination and delivery of essential federal services and strategic opportunities through various coordinating mechanisms such as Issue Clusters and the Government Operations Steering Team. |
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Strategic outcome 2 Canadians live in an inclusive society built on intercultural understanding and citizen participation. PA 7: Participation in community and civic life |
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B. Royal Canadian mounted Police (RCMP), Public Safety Canada, Department of National Defence (DND), Canadian Security Intelligence Agency (CSIS) Public Health Agency of Canada (PHAC) |
N/A | Police and Security | $87.5M | For reasons of national security, the Security Group has asked that the information not be released | For reasons of national security, the Security Group has asked that the information not be released | Partners and stakeholders are engaged in developing intelligence-led strategic and operational plans | Strategic and operational plans are being developed in consultation with partners and stakeholders Agreements have been put in place and several Memorandum of Understanding have been completed while others are currently being developed New partners have recently joined the Vancouver Integrated Security Unit in Vancouver. Formal channels for exchange of information have been established. |
C. Canadian Border Services Agency | Access | Security | $15.8M | $1.2M | $1.5M | Operational and logistics planning Input to the design, development and implementation planning for the Olympic Identity and Accreditation Card Process | Integrated Operational framework, planning teams and HR strategic planning initiated. Olympic Accreditation Working Group formed, Accreditation Process conceptual design consultation initiated, detail design initiated, Government of Canada approach and partnership agreement achieved. Olympic Federal Coordination Issue Clusters participation |
D. Citizenship and Immigration | Maximum contribution to Canada's economic, social and cultural development from migration | Temporary Resident Program | $5.0M | $0.3M | $0.25 | Operational planning and logistics planning. Input to design and creation of the International Olympic Committee (IOC) card | Operational and logistical planning underway. Input to design and handling of IOC card in progress. Regulatory amendments in development. |
E. Human Resources and Social Development Canada | Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning. | Foreign workers and immigrants | $1.3M | $0.2M | $0 | Operational planning and logistics of planning on entry of foreign workers | The entry of foreign workers is incorporated into the larger nationwide Foreign Worker Program. |
F. Health Canada | Reduced health and environmental risks from products and substances, and safer living and working environments. | Healthy environments and consumer safety Health Protection of Foreign DignitariesHealth Protection of travelling publicHealth Protection of Public Servants | $2.6M | - | $0 | Planning of activities to be undertaken in 2008-09. | Continue strategic planning to ensure the delivery of health services to foreign dignitaries attending the 2010 Winter Games and undertake measures to ensure the health and safety of federal employees working on location. Met with stakeholders to identify requirements and establish the basis for collaboration.Ongoing planning to provide public health services related to conveyances and ancillary services to protect the health of the traveling public. |
G.G.Environment Canada | Weather and environmental predictions and services reduce risks and contribute to the well-being of Canadians. | Improved knowledge and information on weather and environmental conditions influence decision-making. | $9.3M | $0.8M | $0.8M | Infrastructures and supporting technologies for Olympic weather services are developed | Completed Olympic surface weather observing network (32 observing platforms), as well as a profiling microwave radiometer. Produced meteorological studies pertinent to the Games' operations. Trained 32 meteorologists on local winter weather conditions for Games' operations. |
Canada's natural capital is restored, conserved and enhanced. | Canadians adopt approaches that ensure the sustainable use and management of natural capital and working landscapes. | $1.5M | $0.5M | $0.43M | Sustainability investments and agenda advanced | Strategic leveraging of partnerships with VANOC, the Province of BC and Environmental non-governmental organizations to move sustainability initiatives forward. Continued collaboration with federal government departments and external partners to identify opportunities to showcase innovative approaches to sustainability.Revitalization of the Environment and Sustainability Issue Cluster committee to focus initiatives in three priority areas: footprint reduction, sustainability innovation and education and awareness. | |
Environmental Assessment is integral part of program and policy decision-making. | Efficient and effective environmental assessments | $2.6M | $0.4M | $0.2M | Environmental Assessments Completed | Environmental Assessments Completed Participation in EA follow-up programs. | |
H. Fisheries and Oceans Canada | Healthy and productive aquatic eco-systems. | Habitat management | $0.6M | $0.1M | $0.1M | Environmental assessment work completed | Completed Environment Assessments on the Whistler Nordic Centre. Provided expert Federal Authority advice on 5 projects. Issued 12 Fisheries Act authorizations. |
18. Comments on variances: The CBSA's negative variance as reported above is a result of functions accomplished in 2007–2008 that were originally forecasted for 2006–2007.The funding difference for Fisheries and Oceans for the total allocation reflects lapsed funds in previous years that will not be sought.HRSDC has incorporated the entry of foreign workers into the larger nationwide Foreign Worker Program and therefore will not be seeking funds. |
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19. Results to be achieved by non–federal partners (if applicable): Activities undertaken by non-federal partners are critical to the success of the Games. Each partner has provided information on the results of its activities on its respective websites. Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games (http://www.vancouver2010.com/en)Government of British Columbia (http://www.gov.bc.ca/ )City of Vancouver (http://www.city.vancouver.bc.ca/)Resort Municipality of Whistler (http://www.whistler.ca/) Canadian Olympic and Paralympic Committees (http://www.olympic.ca/EN/) |
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20. Contact information: Tenille Hoogland 613-949-7987 |
Name of Horizontal Initiative: Canada's Anti–Money Laundering and Anti–Terrorist Financing Regime—formerly the National Initiative to Combat Money Laundering (NICML) | |
Name of Lead Department: Department of Finance Canada | Lead Department Program Activity: Financial Sector Policy |
Start Date of the Horizontal Initiative:June 2000 | End Date of the Horizontal Initiative:2009–10 |
Total Federal Funding Allocation (start to end date):$433,700 (thousands) | |
Description of the Horizontal Initiative (including funding agreement): The National Initiative to Combat Money Laundering (NICML) was formally established in 2000 as part of the government's ongoing effort to combat money laundering in Canada. Legislation adopted that year, the Proceeds of Crime (Money Laundering) Act (PCmlA), created a mandatory reporting system for suspicious financial transactions, large cross-border currency transfers, and certain prescribed transactions. The legislation also established the Financial Transactions Reports Analysis Centre of Canada (FINTRAC) to collect and analyze these financial transaction reports and to disclose pertinent information to law enforcement and intelligence agencies. In December 2001, the PCmlA was amended to include measures to fight terrorist financing activities and was renamed the Proceeds of Crime (Money Laundering) and Terrorist Financing Act (PCMLTFA). The NICML is now known as Canada's Anti–Money Laundering and Anti–Terrorist Financing (AML/ATF) Regime. In December 2006, Bill C-25 amended the PCMLTFA to ensure that Canada's legislation remains consistent with international AML and ATF standards as set out by the Financial Action Task Force on Money Laundering (FATF) and is responsive to areas of domestic risk. Amendments include enhanced client identification requirements, the creation of a registration regime for money services businesses, and the establishment of an administrative and monetary penalties regime to deal with lesser infractions of the PCMLTFA. |
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Shared Outcome:To detect and deter money laundering and the financing of terrorist activities and to facilitate the investigation and prosecution of money laundering and terrorist financing offences | |
Governance Structure:Canada's AML/ATF Regime is a horizontal initiative comprising both funded and non-funded partners. The funded partners include the Department of Finance Canada, the Department of Justice Canada, the Public Prosecution Service of Canada, FINTRAC, the Canada Border Services Agency (CBSA)—Immigration and Customs, the Canada Revenue Agency (CRA), and the Royal Canadian Mounted Police (RCMP); non-funded partners include Public Safety Canada (PS), the Office of the Superintendent of Financial Institutions Canada (OSFI), and the Canadian Security Intelligence Service (CSIS). An interdepartmental Assistant Deputy Minister (ADM)–level group and working group, consisting of all partners and led by the Department of Finance Canada, direct and coordinate the government's efforts to combat money laundering and terrorist financing activities. In addition, a public-private sector advisory committee was established to facilitate input from the private sector participants in the AML/ATF Regime. |
Federal Partners | Federal Partner Program Activity | Names of Programs for the Federal Partners |
Total Allocation (from start to end date) (in thousands) |
Planned Spending for 2007–08 (in thousands) |
Actual Spending in 2007–08 (in thousands) |
Expected Results for 2007–08 | Results Achieved in 2007–08 | ||
Department of Finance Canada | Financial Sector Policy | Canada's Anti–Money Laundering and Anti–Terrorist Financing Regime | $3,000 | $300 | $296 | 1. Consultations with public and private sector stakeholders to refine regulatory proposals | 1. Consultations with the public and private sectors are ongoing. A public-private sector advisory committee was established to facilitate discussions among private and public sector members of the Regime. | ||
2. Published regulations pursuant to the amended PCMLTFA | 2. Three sets of regulations pursuant to Bill C-25 were published in final form over the course of FY 2007–08. These regulations enhance customer due diligence, record keeping, and reporting requirements for financial institutions and intermediaries; create a registration scheme for money services businesses; bring three new reporting sectors under the Regime; and create an administrative monetary penalties scheme. | ||||||||
3. Finalizing of the FATF mutual evaluation of the AML/ATF Regime | 3. The FATF finalized its evaluation of Canada's AML/ATF Regime and released its findings in February 2008. | ||||||||
4. Effective oversight of Canada's AML/ATF Regime | 4. The Department of Finance Canada continues to lead the Regime and make available avenues to address policy and operational issues to ensure Canada has an effective AML/ATF Regime. | ||||||||
5. Support for the 2006–07 Canadian presidency of the FATF | 5. Canada successfully concluded its one-year presidency of the FATF on June 30, 2007. During this time, six countries underwent assessment, membership of the FATF grew, and communications with the private sector were strengthened. | ||||||||
Department of Justice Canada (JUS) | The National Initiative to Combat Money Laundering | Canada's Anti–Money Laundering and Anti–Terrorist Financing Regime | $9,300 | $100 | $100 | The Criminal Division of JUS plays a significant role in the regime. For 2007–08, it is anticipated that the Criminal Division will use the resources it receives to carry out work related to the FATF, including attending FATF-related international meetings, which will total five (5) over the relevant period. Attendance at the meetings is of particular importance during 2007, as Canada's AML/ATF Regime is being evaluated this year against the FATF's 40 and 9 Special Recommendations, and the presence of JUS is necessary to ensure proper discussions of the Canadian evaluation report. In addition, the Criminal Division will be the relevant authority to respond to all legal issues that develop out of that evaluation. Resources will also be allocated to ensure the Criminal Division's continued involvement in policy development relating to money laundering and terrorist financing. Finally, the Human Rights Law Section will receive money to deal with any ancillary constitutional issue raised during the prosecutions. | Canada's AML/ATF Regime was evaluated by the FATF, and Criminal Division counsel fully participated in all domestic discussions surrounding the evaluation report and attended two FATF meetings and an intercessional meeting with the evaluators. Division counsel attended a Caribbean Financial Action Task Force (CFATF) Plenary meeting, working with the Department of Finance Canada in preparatory and plenary meetings. Division counsel also participated as an FATF legal expert, as part of the FATF assessment team in an evaluation of Japan's Anti-Money Laundering and Combating the Financing of Terrorism Regime. In addition, the Criminal Division was the relevant authority to respond to all legal issues that develop out of the evaluation of Canada. Resources were also expended to ensure the Criminal Division's continued involvement in policy development relating to money laundering and terrorist financing. Finally, the Human Rights Law Section dealt with any ancillary constitutional issue raised during the prosecutions. | ||
Public Prosecution Service of Canada (PPSC) | Addressing criminal issues to contribute to a safer world for Canada | Canada's Anti–Money Laundering and Anti–Terrorist Financing Regime | $6,900 | $2,300 | $2,000 | PPSC plays a significant role in the Regime. For 2007–08, it is anticipated that information provided to law enforcement by FINTRAC will result in more prosecutorial legal advice's being provided to law enforcement. It will also result in additional charges' being laid for money laundering and terrorist financing offences and thus result in an increased workload for prosecutors. The PPSC also has responsibilities related to the PCMLTFA. The planned work includes applications for production orders, increases in border seizure and forfeiture work associated with suspected proceeds of crime, and prosecutions related to offences created within the PCMLTFA. In addition, resources will be used to provide training to law enforcement personnel and prosecutors and for the development and coordination of policy as it relates to money laundering and terrorist financing. Finally, PPSC personnel will carry out work related to the FATF, including attending the FATF international meeting. | For 2007–08, PPSC opened 51 files with, among other charges, a charge of either money laundering or a charge under the PCMLTFA. These 51 files contained 6 charges of money laundering and 62 charges under the PCMLTFA, for a total of 68 charges. In addition, Crown counsel worked on 83 carry-over files with, among other charges, a charge of either money laundering or a charge under the PCMLTFA. These files contained 16 charges under the PCMLTFA and 285 charges of money laundering, for a total of 301 charges. Over this time period, PPSC counsel also obtained 11 production orders under section 60 of the PCMLTFA. | ||
FINTRAC | Collection, analysis, and dissemination of financial information | Canada's Anti–Money Laundering and Anti–Terrorist Financing Regime | $269,085 | $38,595 | $35,800 |
Technology-driven financial intelligence analysis and case disclosures that are widely used by law enforcement and intelligence agencies with a program that fosters compliance by the reporting entities Implementation of amendments contained in Bill C-25 |
FINTRAC continued to make case disclosures of financial intelligence to law enforcement agencies and national security agencies. The increasingly complex cases that were disclosed pinpointed new suspects and financial transactions and triggered new investigations or provided significant input to ongoing investigations or prosecutions. FINTRAC continued to expand ongoing compliance activities and outreach efforts, which include conducting over 370 presentations, meetings, and seminars with reporting entities and associations. Through macroanalysis of its case disclosures and the associated transaction reports, FINTRAC continued to gather valuable insights into suspected money laundering cases and suspected terrorist financing activity. By sharing strategic information, FINTRAC supported the work of policy makers, domestic partners in law enforcement and national security, the financial community, and international partners. FINTRAC also undertook to implement and integrate into its operations the changes resulting from Bill C-25. Among other actions, this included the development of a registration system for money service businesses, as well as an administrative monetary penalty regime designed to serve as a complementary tool to bring contraveners into compliance. |
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Canada Border Services Agency (CBSA) | Security | Canada's Anti–Money Laundering and Anti–Terrorist Financing Regime | $55,952 | $7,525 | $7,500 | The CBSA is responsible for administering Part 2 of the PCMLTFA, "Reporting of Currency and Monetary Instruments." The Cross-Border Currency Reporting (CBCR) Program requires that travellers report the importation and exportation of currency and monetary instruments equal to or greater than CAD$10,000. Part 2 also provides for the enforcement element of the CBCR Program, which includes conducting searches, questioning individuals, and seizing non-reported or falsely reported currency and suspected proceeds of crime. | Since January 2003, the CBSA has assumed new responsibilities for administrating and enforcing Part 2 of the PCMLTFA. Under this legislation, all imported or exported currency or monetary instruments valued at more than CAD$10,000, must be reported to the CBSA. During 2007–08, the CBSA participated in more than 2,000 seizures under the PCMLTFA, the value of the seizures totalling over $39 million. Approximately $6 million of this total was forfeited to the Crown. | ||
Canada Revenue Agency (CRA) | Special Enforcement Program | Canada's Anti–Money Laundering and Anti–Terrorist Financing Regime | $11,000 | $2,200 | $2,228 | Projected number of audits is 105, with a projected federal tax recovery of $8,956,905 | Total number of audits is 99 with a federal tax recovery of $11,304,163 | ||
RCMP—Money Laundering Units | Money Laundering Units | Canada's Anti–Money Laundering and Anti–Terrorist Financing Regime | $57,103 | $7,117 | $6,704 |
Enhanced national and international opportunities for the detection and investigation of money laundering activities Development of FINTRAC disclosures, as well as other intelligence, to a point where resources from Integrated Proceeds of Crime (IPOC) units or elsewhere in the RCMP could then be directed toward investigations in an effort to increase seizures Increased resource level in Canada's three major urban centres (Vancouver, Toronto, and Montreal) to help build up the investigative capacity in those centres to conduct investigations on leads related to Canada's AML/ATF Regime |
The money laundering branch continues to investigate numerous opportunities for criminals to launder their illicit money both domestically and internationally. These include a report on Canada's casinos, e-currency, white label automatic teller machines (ATM), and pre-paid credit cards. The money laundering units continue to receive intelligence from a number of sources, which include FINTRAC disclosures and CBSA cross-border currency reporting information. The units are referring this intelligence over to the IPOC units where the intelligence received has contributed to ongoing investigations, prompted the commencement of new investigations, and provided information for potential future use. In 2007–08, IPOC units seized over 400 assets valued at $15,070,923. Resource levels have increased in Vancouver, Montreal, and Toronto. These money laundering units now have 10 investigators. |
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RCMP—Anti–Terrorist Financing Team (ATFT) | Anti–Terrorist Financing Units | Canada's Anti–Money Laundering and Anti–Terrorist Financing Regime | $21,360 | $5,340 | $3,258 | Through the gathering and analysis of financial intelligence, the ATFT will focus on converting that intelligence into proactive investigations, thus enhancing the RCMP's ability to detect and deter terrorist financing activities. |
The ATFT continues to provide support to seven project status investigations of terrorist financing across Canada, support to 15 various investigations, and assistance in response to other agencies' requests. ATFT continues to provide training to the RCMP and partner agencies. The RCMP and CRA jointly delivered four seminars on the use of the Charities Registration (Security Information) Act (CRSIA) legislation to field units in Ottawa, Halifax, Montreal, and Toronto. The RCMP, CSIS, and CRA have formed a working group to identify charities linked to terrorist financing and utilizing the "certification process" under the CRSIA. The RCMP assisted with drafting responses to the FATF evaluation of Canada completed in February 2008. The RCMP will continue to assist in FATF typology working groups on terrorism financing and proliferation. Representatives from ATFT recently returned from the CFATF Plenary held in Haiti in May 2008. |
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Total $433,700 | Total $63,477 | Total $57,886 | |||||||
Comments on Variances RCMP—Anti–Terrorist Financing Team: The shortfall in the spending is due to the fact that six regular member positions have yet to be staffed. The field units are up to strength and are not experiencing any exceptional expenditures. Staffing of these vacancies is anticipated by September or October 2008. |
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Results to be Achieved by Non-Federal Partners (if applicable): Not applicable | |||||||||
18. Contact Information: Lynn Hemmings Phone: 613-992-0553 |
19. Approved by: Jeremy Rudin Phone: 613-992-5885 |
20. Date Approved: July 2008 |
[1] In addition to the transfer payments listed, Wait Times Reduction payments (Part V.1, Federal-Provincial Fiscal Arrangements Act) were made to a third-party trust fund on behalf of provinces and territories in 2004 for the 2004–05 to 2008–09 period and therefore were not identified as charges against the 2007–08 appropriations. Beginning in 2009–10, a Wait Times Reduction Transfer will provide annual cash transfers to provinces and territories until 2013–14, which will be reported starting in the 2009–10 Departmental Performance Report.
[2] “Sustainable development” is a continually evolving concept based on the integration of social, economic, and environmental concerns. It may be achieved by, among other things, the following:
(a) the integration of the environment and the economy;
(b) protecting the health of Canadians;
(c) protecting ecosystems;
(d) meeting international obligations;
(e) promoting equity;
(f) an integrated approach to planning and making decisions that takes into account the environmental and natural resource costs of different economic options and the economic costs of different environmental and natural resource options;
(g) preventing pollution; and
(h) demonstrating respect for nature and the needs of future generations.
1) Name of Horizontal Initiative: Global Peace and Security Fund (GPSF) | |||||
2) Name of Lead Department: Foreign Affairs and International Trade Canada | 3) Lead Department Program Activity: International Security 1 | ||||
4) Start Date of the Horizontal Initiative: Initiated October 3, 2005; operationalized September 18, 2006 | 5) End Date of the Horizontal Initiative: March 31, 2013 | ||||
6) Total Federal Funding Allocation (start to end date): As per Table 8.19, overall DFAIT or lead partner spending to date totals $235.9 million, while horizontal funding to non-DFAIT entities (below) provides support to initiatives that fall outside of funding transferred at reference levels. GPSF funds are therefore not earmarked for other government departments or federal partners on an allocation basis. Planned spending levels to these entities reflect GPSF preparedness to respond to appeals in a given year, under umbrella arrangements, from the RCMP, CSC, etc. | |||||
7) Description of the Horizontal Initiative (including funding agreement): Funded from the Peace and Security Pool of the International Assistance Envelope, the GPSF fills a funding gap by providing dedicated resources for activities that are necessary for a timely response with respect to countries in or at risk of crisis, but that are not properly the
responsibility of the Department of National Defence and are outside Canada's traditional official development assistance program. Examples of these activities are supporting peace operations and peace processes, supporting justice and security system reform, enhancing transitional justice and reconciliation, and improving the peace enforcement and peace operations
capacities of military and police in Africa and the Americas. Major recipients of funding are Afghanistan, Sudan and Haiti. The GPSF is both a responsive and directive program, established to provide timely, focused, effective and accountable international assistance in response to critical peace and security challenges. DFAIT works closely with a range of government departments including RCMP, DND, CSC, CBSA and Justice Canada. Among other assistance, these partnerships provide critical expertise in the area of justice and security system reform to the civilian components of UN peace operations. In 2007-2008, the GPSF entered into arrangements with several major implementing partners from the federal government. DFAIT’s contribution of $ 86.3 million was supplemented by $82.4 million in spending by partners for total spending of $ 168.7 million (see Column 15 below). Of particular note was support to peace operations in Sudan through the Canadian Commercial Corporation and the implementation of stabilization and reconstruction projects in Kandahar Province, Afghanistan. |
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8) Shared Outcome(s):
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9) Governance Structure(s): The GPSF is managed by the Stabilization and Reconstruction Task Force (START) Secretariat in the context of a whole-of-government approach coordinated through the START Advisory Board. Chaired by the Director General of the START Secretariat and comprising senior officials from across government, the START Advisory Board is responsible for establishing, within the framework of individual departmental authorities, whole-of-government strategic policy as well as priority setting and direction with respect to fragile states and complex emergencies. It is also responsible for providing a platform for information exchange to ensure that program-related activities are complementary and avoid duplication. The START Secretariat is located in the International Security Branch of DFAIT and is accountable to DFAIT, which is responsible for the financial, human and physical resource services for START. | |||||
10) Federal Partners Federal Partner Program Activity |
11) Names of Programs for Federal Partners 2 |
12) Planned Spending for 2007- 2008 ($ millions) |
13) Actual Spending for 2007- 2008 ($ millions) |
14) Expected Results for 2007-2008 |
15) Results Achieved in 2007-2008 |
Foreign Affairs and International Trade Canada (DFAIT) International Security (Interim PAA, Diplomacy and Advocacy new PAA) |
Global Peace and Security Program; Global Peace Operations Program; Glyn Berry Program for Peace and Security | 89.0 3 | 86.3 3 | Timely, coordinated and cost-effective whole-of-government responses to natural and human-made crises abroad | 200 projects were funded through the GPSF, supporting conflict prevention, crisis response, post-conflict peacebuilding and stabilization initiatives |
Royal Canadian Mounted Police (RCMP) PA 1: Federal and International Operations |
Canadian Police Arrangement | 11.4 4 | 5.8 | Implementation of RCMP International Police Peacekeeping Projects | Supported the deployment of serving members to fragile states including Haiti, Afghanistan, etc. |
Canadian International Development Agency (CIDA) PA 1: Geographic Programs |
Peace Support Operations in Sudan | - | - | Support to Sudan AMIS | Support to Sudan AMIS |
Canadian Commercial Corporation (CCC) PA: N/A |
Peace Support Operations in Sudan | 96.0 | 73.0 | Logistical support to Sudan peace operations (AMIS/UNAMID) | Provided logistical support to Sudan peace operations (AMIS/UNAMID) |
Correctional Service of Canada (CSC) PA 1: Correctional Interventions |
Operations in Afghanistan and Stabilization and Reconstruction in Haiti | 0.5 | 1.5 | Support to the deployment of Correction Advisers to the PRT in Afghanistan | Supported the deployment of Correction Advisers to the PRT in Afghanistan |
Department of Justice PA 1: Justice policies, laws and programs |
Operations in Afghanistan and peacebuilding support in Sudan | 0.7 | - | Support for implementation of GPSF projects and START activities | Supported implementation of GPSF projects and START activities |
Canada Border Services Agency (CBSA) PA 1: Security |
Operations in Afghanistan (Pakistan-Afghanistan border); Canada’s support to the Middle East Peace Process; and Stabilization and Reconstruction in Haiti | 0.7 | - | Provision of technical assistance | Provided technical assistance |
Department of National Defence (DND) PA 1: Contribute to Canada and the international community |
Operations in Afghanistan | 6.4 | 2.1 | Support for implementation of projects in Kandahar Province | Supported implementation of projects in Kandahar |
Totals: 5 | 204.7 3 | 168.7 3 | |||
16) Comments on Variances: Where significant variance exists between planned and actual disbursements, it is due to difficult programming environments, as the GPSF operates in crisis and fragile states. For example, programming through CBSA in support of the Middle East Peace Process had to be cancelled due to security concerns on the ground. Further, the level of spending of the GPSF through federal partners varies in response to the needs that are expressed by partner countries and multilateral agencies. As such, planned levels constitute notional estimates. |
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17) Results to Be Achieved by Non-Federal Partners (if applicable): The GPSF works with a wide variety of implementing partners, including international and regional organizations, such as the United Nations and its bodies, as well as with non-governmental organizations, academic institutions, foreign governments and other legal entities. | |||||
18) Contact Information: Robert Derouin, Director General, START Secretariat, Foreign Affairs and International Trade Canada, Tel.: 613-665-6689, Fax: 613-944-5911, Email: robert.derouin@international.gc.ca |
1. This program activity relates to DFAIT’s interim PAA, which was used for the 2007-2008 RPP. Under the current PAA, approved by Treasury Board on June 7, 2007, the program activity for this table is Diplomacy and Advocacy.
2. Names of Programs for Federal Partners refer to support to GPSF activities and do not necessarily reflect the name of a department’s official program. Often departments working with the GPSF do not have an official program name for this activity.
3. Includes grants.
4. This does not include funding transferred at reference levels. It is solely funding to cover incremental costs of the RCMP to deploy police officers in support of international peacekeeping operations.
5. Total Allocation (from start to end date) for Federal Partners not available.
1) Name of Horizontal Initiative: Enhanced Representation Initiative (ERI) | |||||
2) Name of Lead Department: Foreign Affairs and International Trade Canada | 3) Lead Department Program Activity: Bilateral Relations and International Business Development 1 | ||||
4) Start Date of the Horizontal Initiative: September 17, 2003 | 5) End Date of the Horizontal Initiative: March 31, 2008 2 | ||||
6) Total Federal Funding Allocation (start to end date): $118.2 million | |||||
7) Description of the Horizontal Initiative (including funding agreement): The ERI was a partnership of seven federal departments and agencies. The ERI provided a coordinated and integrated approach and direction to managing and advancing Canada’s advocacy, trade, business development, science and technology, and investment interests in the United States. This was done through the collaboration of ERI partners and consultation with other federal government departments, the provinces and territories, and other stakeholders. The ERI partnership had oversight of a network of 43 U.S. points of contact, including consulates general, consulates, trade offices and honorary consuls. | |||||
8) Shared Outcomes: Outcomes reflected total Canadian government efforts respecting advocacy and business development with the United States set in the international economic environment. Specific outcomes were defined by the ERI’s Results-based Management and Accountability Framework (RMAF) Short-term Outcomes:
Medium-term Outcomes:
Long-term Outcomes:
|
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9) Governance Structure: The ERI partnership was managed through a formal governance structure consisting of a Deputy Ministers Steering Committee, an Assistant Deputy Ministers Policy Committee, a Directors General Operations Committee and three director-level standing committees: Advocacy and Business Development, Communications and Human Resources. Day-to-day operations were managed by the ERI Secretariat, which was responsible to the ERI partnership, through the governance structure, for planning, implementing and evaluating the ERI’s annual action plan. The ERI Secretariat was accountable administratively to its host department, Foreign Affairs and International Trade Canada, which provided financial, human resources and physical resource services to the Secretariat. | |||||
10) Federal Partners
|
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11) Enhanced Representation Initiative Program Components |
12) Total Allocation (from start to end date) ($ millions) |
13) Planned Spending for 2007- 2008 ($ millions) |
14) Actual Spending for 2007- 2008 ($ millions) |
15) Expected Results for 2007-2008 |
16) Results Achieved in 2007-2008 |
(a) Representation | 78.1 | 22.4 | 22.0 | Complete staffing and infrastructure | Staffing complete except for 3 of 20 honorary consuls Staffing of ongoing vacancies through partnership process |
(b) Advocacy and Business Development | 26.7 | 10.4 | 9.6 | "Whole of government" approach | Conducted activities for improved Canada-U.S. relations and increased U.S. opportunities for Canadian firms Utilized 92.3% of allocated funds |
(c) Corporate / Governance | 6.3 | 1.4 | 1.3 | Improve governance by implementing formative evaluation recommendations | Implemented the accepted recommendations of the formative evaluation; supported the summative evaluation of the ERI, and led the formation of a partnership for the new North American Platform Program (NAPP) to succeed the ERI. |
(d) Reserve / un-allocated | 7.1 | 1.5 | 2.8 | ||
Totals: | 118.2 | 35.7 | 35.7 | ||
17) Results Achieved by Non-Federal Partners (if applicable): N/A | |||||
18) Contact Information: Wolf Nowak, Manager, Strategic Planning and Analysis, North American Platform Program (NAPP),Tel.: 613-944-2715, Fax: 613-996-0560, Email: wolf.nowak@international.gc.ca |
1. Name of Horizontal Initiative: National Anti-drug Strategy |
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2. Name of Lead Department(s): Department of Justice |
3. Lead department Program Activity: Justice Canada Lead Role for the National Anti-Drug Strategy;Youth Justice Fund – Youth Justice Anti-drug Treatment Component; and Drug Treatment Courts |
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4. Start date of the horizontal initiative: 2007-08 |
5. End date of the horizontal initiative: 2011-12 and ongoing |
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6. Total Federal Funding Allocation (start to end date): : $598 million[1] | |||||||
7. Description of the Horizontal Initiative (including funding agreement):
The National Anti-Drug Strategy is built on the former Canada’s Drug Strategy, with a clear focus on illicit drugs and a particular emphasis on youth. Its goal is to contribute to safer and healthier communities through coordinated efforts to prevent use, treat dependency and reduce production and distribution of illicit drugs. It encompasses three action plans: prevention, treatment and enforcement. The prevention action plan supports efforts to prevent youth from using illicit drugs by enhancing their awareness and understanding of the harmful social and health effects of illicit drug use and to develop and implement community-based interventions & initiatives to prevent illicit drug use. The treatment action plan supports effective treatment and rehabilitation systems and services by developing and implementing innovative and collaborative approaches. The enforcement action plan aims to contribute to the disruption of illicit drug operations in a safe manner, particularly targeting criminal organizations. |
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8) Shared Outcome(s):
|
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9) Governance Structure(s):
The governance structure of the Strategy consists of an Assistant Deputy Minister Steering Committee and working groups on policy and performance, prevention and treatment, enforcement, and communications. The governance structure is supported by the Strategic Initiative Unit of the Department of Justice Canada. The Assistant Deputy Minister Steering Committee (ADMSC), which is chaired by the Department of Justice Canada, oversees the implementation of the Strategy, making decisions necessary to advance the initiative, where required, and ensuring appropriate and timely outcomes for the initiative and accountability in the expenditure of initiative resources. The ADMSC prepares questions for the consideration of Deputy Ministers, where appropriate. The Prevention and Treatment Working Group, chaired by Health Canada, oversees the development and implementation of the Prevention and Treatment Action Plans. The Enforcement Working Group, chaired by the Department of Public Safety Canada, oversees the development and implementation of the Enforcement Action Plan. The Policy and Performance Working Group, chaired by the Department of Justice Canada, oversees the development and articulation of policy directions and outcomes for the Strategy and the work of the Sub-Committee on Evaluation and Reporting. The communications Working Group, chaired by the Department of Justice Canada, oversees communication of the Strategy including, making decisions necessary to advance communication of the initiative and ensuring coordination of communication. |
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10) Federal Partners | 11. Federal Partner Program Activity | 12. Names of Programs for Federal Partners | 13. Total Allocation (from start to end date) | 14. Planned Spending for 2007–08 | 15. Actual Spending for 2008–09 | 16. Expected Results for 2007-2008 |
17.
Results Achieved in 2007-2008 |
1. Department of Justice | A1 | a. Justice Canada Lead Role for the National Anti-Drug Strategy |
$3.3M
|
$660,207
|
$568,388
|
Effective leadership of the federal response to concerns around illicit drug prevention, treatment and enforcement through:
• Assuming overarching responsibility for policy and coordination; • Establishing and maintaining a NADS Governance Structure; • Assuming the lead for and coordination of all NADS communications activities; • Taking lead responsibility for accountability – evaluation and performance reporting. |
• Coordinated and contributed to 4 Memoranda to Cabinet which received policy approval in February- March 2007;
• Established the Governance Structure for the NADS; • Coordinated the 3 NADS TB Submissions that were approved by the Board in September 2007; • Developed and negotiated all partner participation in and agreement to a Results-based Management and Accountability Framework (RMAF) that was submitted to Treasury Board at the end of March 2008; • Played a leadership role in the policy and performance of the Strategy through the ADM-level Steering Committee and the Policy and Performance Working Group of the Governance Structure; • Provided leadership and overall coordination of all communications activities, including the development and maintenance of the NADS website. |
b. Drug Treatment Courts (Treatment Action Plan) |
$16.2M
|
$3.9M
|
$1.9M
|
New Drug Treatment Courts operational and reporting as required as per funding agreements | Annual workplans and progress reports that are consistent with the DTC Funding Program objectives were received. | ||
c. Youth Justice Fund - Youth Justice Anti-drug Treatment Component (Treatment Action Plan) |
$6.9M
|
$500,000
|
$259,708
|
To fund projects on Treatment Services and Program Enhancements To enhance capacity to plan/deliver a range of treatment services & programs to targeted populations |
A total of 9 proposals were received in 2007-2008.
3 projects funded by the end of the fiscal year (2 completed and 1 on-going as at March 31-08) 4 will be funded in 2008-2009 Of the 3 funded projects, all targeted youth in conflict with the law dealing with illicit drug use issues; all 3 projects enhanced capacity through training and/or research and 1 project provided treatment through a pilot program. |
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2. Health Canada | N/A |
a. Mass Media Campaign
(Prevention Action Plan) |
$29.8 M
|
4.0M
|
$4.8M
|
Increased awareness and understanding of illicit drugs and their negative consequences | Radio, print and web advertisements were developed and disseminated to parents. Tips and tools for parents were also made available at www.drugprevention.gc.ca and in the Talking with Your Teen about Drugs booklet. |
3.4 | b. Drug Strategy Community Initiatives Fund (DSCIF) (Prevention Action Plan) |
$78.0M
|
$11.97M[2]
|
$10.2M
|
Increased awareness and understanding of illicit drugs and their negative consequences
Enhanced uptake of knowledge in communities to address illicit drug sue and its negative consequences |
In 2007/08, Health Canada provided $2.920M in funding for national projects and $3.705M in funding for regional projects. A new DSCIF call for proposals addressing NADS objectives, closed in February 2008. A total of 299 proposals were received for consideration. | |
c. Drug Treatment Funding Program (DTFP)
(Treatment Action Plan) |
$124.7M
|
$18.0M
|
$14.1M
|
Improved collaboration on responses and knowledge of treatment issues
Enhanced capacity to plan/deliver a range of treatment services and programs to targeted populations Enhanced F/P/T commitments to improve treatment systems in targeted areas of need |
In 2007/08, consultations were held with provinces and territories to finalize the Drug Treatment Funding Program (DTFP) design. Developmental funding in the amount of $85,000 was provided to 2 provinces to undertake a situational analysis describing the current “state of affairs” in relation to the implementation of evidence-informed practices and performance measurement and evaluation activities. As well, discussions were held with the BC Ministry of Health and Vancouver Coastal Health Authority regarding options for new treatment interventions for drug addicted people living in the Downtown Eastside, in particular women engaged in the sex trade. | ||
4.1.1.2 |
d. National Native Alcohol and Drug Abuse Program (NNADAP)
(Treatment Action Plan) |
$36.0M
|
$2.4M[3]
|
$2.2M[4]
|
Enhanced capacity to plan/deliver a range of treatment services and programs to targeted populations | In 2007/08, FNIHB initiated a number of activities to prepare the groundwork for additional NADS investments in 2008/09. These investments included: establishing a national certification process; enhancing and expanding opportunities for certified, evidence-based training; initiating work on an addictions information data system; producing a detailed report on workforce issues that will help shape future investments. | |
3.4 |
e. Office of Controlled Substances
(Enforcement Action Plan) |
$12.8 M
|
$1.6M
|
$1.6M
|
Increased capacity to control and monitor controlled substances and precursor chemicals | The Office of Controlled Substances (OCS) continued to expand and develop the inspection program for precursor chemicals. Two new inspectors were hired in Alberta and four in Ontario. Seventy-five inspections were conducted; these comprised of inspections of dealers licensed under the Precursor Control Regulations as well as some pre-license inspections and a small number of targeted inspections under the Narcotic Control Regulations. Development of tools and processes continues in order to create the appropriate structure for a further expanded inspection program | |
f. Drug Analysis Services
(Enforcement Action Plan) |
$8.0M
|
$9.0M
|
Increased capacity to gather, analyze/share intelligence and analyze data
Increased awareness of illicit drug and precursor chemical issues for enforcement |
Drug Analysis Services (DAS) Laboratories received more than 107,000 exhibits and issued more than 124,000 certificates of analysis. Although the average time to analyze exhibits exceeded the performance target (60 days), all received exhibits that indicated a court date were analyzed and reported before that date. The Destruction Unit processed more than 113,000 requests for authorization to destroy seized controlled substances. In the administration of Part III Sections 24 (4) to 29 of the CDSA, Health Canada reimburses police services destruction costs. New procedures have been put in place for the reimbursement of these costs. At this time, it is difficult to project the long term impact of these procedures but an increase in claims for reimbursements has been seen. | |||
3. Canadian Institutes of Health Research | 1.2.6 |
Research on Drug Treatment Model
(Treatment Action Plan) |
$4.0 M
|
$100,000
|
$34,446
|
Increased awareness and understanding of illicit drugs and their negative consequences | On November 8 and 9, 2007, the CIHR Institute of Neurosciences, Mental Health and Addiction held a Consultation Workshop to identify research priorities related to addiction treatment for illicit drug use. Addiction experts, health professionals and potential partners were invited to the consultation funded by NADS. The priorities established during the consultation constituted the base of two Requests for applications (RFAs). RFAs were posted on the CIHR web site in April 2008. |
4. Department of Public Safety Canada | 5 |
a. Crime Prevention Funding and Programming
(Prevention Action Plan) |
$20.0M
|
$2.0M
|
$830,013
|
Enhanced support for targeted at-risk populations.
Enhanced knowledge in communities to address illicit drug use and its negative consequences. |
Funded projects are only in the early implementation stage and it is premature to outline firm results or outcomes. The six projects which have been approved for funding thus far implicate individuals and communities in British Columbia, Ontario and Atlantic Canada. They aim to engage youth-at-risk of becoming involved in substance abuse-related crime in programs which help them acquire employment, interpersonal and other pro-social skills which contribute to reduction in risks factors. These projects respond to priorities of the National Crime Prevention Centre by addressing substance use among youth and/or Aboriginal people. An additional 21 projects have been developed and are being reviewed. |
3 |
b. National Coordination of Efforts to Improve Intelligence, Knowledge, Management, Research, Evaluation
(Enforcement Action Plan) |
$4.0M
|
$800,000
|
$586,000
|
Safer Communities and more effective policing through strategic national law enforcement policies |
Led, coordinated and drafted NADS TB Submission with enforcement action plan partners. Coordinated the 2007 Canada-U.S. Border Drug Threats Assessment and drafted the Canada Drug Policy Section. Extensive participation in developing the NADS RMAF. Coordinating sections of the annual report on national drug trends for submission to the UN. Participation in
FPT policy forums (CCSO impaired driving and drug issues groups), and international policy forums including the UN Commission on Narcotic Drugs and the Inter-American Drug Abuse Control Commission.
Funded 8 projects for research, knowledge and information exchange. |
|
5. Royal Canadian Mounted Police | 1.1.2.7 |
a. Drugs and Organized Crime Awareness Service (DOCAS)
(Prevention Action Plan) |
$15.1 M
|
$3.0 M
|
$1.8M
|
Increased awareness of the nature, extent and consequences of substance use/abuse within the school, and Aboriginal communities and among youth, professionals and the general public. Improved skills / competencies in the delivery of programs | The RCMP continued to engage youth and communities with prevention programming aimed at providing information on the negative consequences of drug use and risky behaviours. Also, DOCAS aims to provide awareness services for other agencies who may deal with issues related to illicit drug use or abuse. For 2007/2008, this included the following programs: D.A.R.E., Drugs and Kids, Drug Awareness Officer Training (DOAT). Efforts are also underway to improve the programming material for Aboriginal Shield. |
3.5.2 |
b. National Youth Intervention and Diversion Program
(Treatment Action Plan) |
$3.6M
|
$410,276
|
$208,681
|
To establish a team and a workplan for the program |
Hired 3 full-time employees to start up the program
Developed a comprehensive draft five-year work plan Organized and/or participated in 30 consultations |
|
1.1.2.7 |
c. The RCMP Drug Enforcement Program
(Enforcement Action Plan |
$91.4M
|
$12.6M[7]
|
$10.9M
|
Improved understanding and knowledge of drugs, related trends, and production and diversion methods
Enhanced ability to detect and respond to the supply of illicit drugs and harmful substances |
Undertook an initiative to train the Marihuana Grow Operation teams to respond in an ancillary role of Clandestine Drug Laboratory responders.
This initiative was successfully completed with the majority of current members of the MGO Teams being cross-trained in Clan Lab qualifications. The newly trained members help create a synergistic partnership between the two teams, and target efforts in the prevention of chemical diversion and synthetic drug production. This practice will continue from this point forward, as Divisions have recognized the benefits of having an increased pool of experts in the area of safely investigating and dismantling dangerous labs, in the event of an emergency. Has led to a total 18 officers were trained in 2007/2008. Funding under the National Anti-Drug Strategy was allocated to Divisions to enhance their Marihuana Grow Operation (MGO) Teams and Clandestine Laboratory Teams. The addition of new members allowed for greater targeting of efforts on larger grow operations, as well as emerging ‘super labs’. There were 138 MGO seizures, and 22 Clandestine Laboratory seizures made in 2007/2008. For MGOs, this resulted in the seizure of 95,924 plants, and 1,202 kg of marihuana bud seized as part of these disruptions. For Clan labs, over 90 kg of methamphetamine and 95 kg of MDMA were seized as part of these disruptions. |
|
6. Correctional Service Canada | 3.0 |
Case Preparation and Supervision
(Enforcement Action Plan) |
$23.3 M[8]
|
$0
|
$0
|
N/A | N/A |
7. National Parole Board of Canada |
Conditional Release and Pardon Decisions
(Enforcement Action Plan) |
$7.5 M[9]
|
$0
|
$0
|
N/A | N/A | |
8. Office of the Director of Public Prosecutions | 1.1 | a. Prosecution and prosecution -related services |
$9.9 M[10]
|
$0
|
$0
|
N/A | N/A |
b. Prosecution of serious drug offences under the CDSA
(Enforcement Action Plan) |
$33.5 M[11]
|
$0
|
$0
|
N/A | N/A | ||
9. Canada Border Services Agency | PA 1 |
Border Intelligence, Precursor Chemical Diversion, Analysis and Scientific Services
(Enforcement Action Plan) |
$12.7 M
|
$1.5 M
|
$888,639
|
Commence implementation and hiring of staff. For the CBSA, the reporting period for the NADS is from September 2007, (the commencement of the Strategy), to March 31, 2008. | Funding released to the Regional offices, hiring processes commenced and where applicable, fractional resources were combined based on regional needs analysis and to address gaps/pressures. |
10. Department of Foreign Affairs and International Trade | 1.2 |
Annual Contributions to UNODC and CICAD
(Enforcement Action Plan) |
$4.5 M
|
$900,000
|
$900,000
|
Enhanced capacity of Member States to implement combat crime and drugs through implementation of key international instruments, and delivery of technical assistance. | DFAIT successfully managed projects involving training, equipment, technical and legal expertise resulting in increased capacity of beneficiary states and government entities to prevent and combat international crime and drugs. Capacity building activities addressed both the supply of, and demand for, illicit drugs and also responded to Canadian policy priorities. |
11. Canada Revenue Agency | 42400 |
Special Enforcement Program
(Enforcement Action Plan) |
$4.2 M
|
$825,019
|
$290,000
|
Increased capacity to audit MGOs and clandestine laboratories | With the additional funding from the Strategy, 44 audits were started in 2007/08. Of these, 25 were completed, resulting in $1.2 M in taxes. |
12. Public Works and Government Services Canada | 01 |
Forensic Accounting Management Group (FAMG)
(Enforcement Action Plan) |
$1.6 M
|
$200,000
|
$200,000
|
Increased capacity to provide forensic accounting services | One full-time employee was hired. FAMG provided forensic accounting analysis for 3 RCMP projects related to the Strategy. |
13. Financial Transactions and analysis Centre of Canada | 4881 |
Financial Transactions and Reports Analysis Centre of Canada
(Enforcement Action Plan) |
$2.5 M
|
$268,000
|
$78,250
|
Enhanced support to Law enforcement
Development of financial intelligence Ensuring compliance in high-risk reporting sectors |
FINTRAC's involvement in the NADS for 2007-2008 has allowed the Centre to augment its capacity to communicate with its law enforcement and intelligence partners through its Liaison Officers' work. FINTRAC also augmented its capacity to analyze the information it receives and to create financial intelligence that is potentially relevant to drug-related cases, with the addition of one FTE dedicated specifically to NADS in the last quarter of 2007-2008. This increase in capacity is the foundation for the work that will support additional case disclosures and intelligence products by FINTRAC |
Total $598M
|
Total $73.6M
|
Total $61.3M
|
|||||
18. Comments on Variances 1.a Justice - Justice Canada Lead Role for the National Anti-Drug Strategy 1.b Justice - Drug Treatment Courts of Justice: 1.c Justice - Youth Justice Fund - Youth Justice Anti-drug Treatment Component: 2.a Health Canada - mass media campaign 2.c Health Canada - Drug Treatment Funding Program 2.f Health Canada - Drug Analysis Services 3. Canadian Institutes of Health Research - Research on Drug Treatment Model 4.a Department of Public Safety Canada- Crime Prevention Funding and Programming 4.b Department of Public Safety Canada - National Coordination of Efforts to Improve Intelligence, Knowledge, Management, Research, Evaluation 5.a RCMP - Drugs and Organized Crime Awareness Service 5.b RCMP - National Youth Intervention and Diversion Program (NYIDP) 5.c RCMP - The RCMP Drug Enforcement Program 9. Canada Border Services Agency - Border Intelligence, Precursor Chemical Diversion, Analysis and Scientific Services 11. Special Enforcement Program of Canada Revenue Agency 13. Financial Transactions and Reports Analysis Centre of Canada |
|||||||
19. Results to be Achieved by Non-federal Partners (if applicable): n/a: | |||||||
20. Contact Information Catherine Latimer |
[1] It includes funding to implement MMPs for serious drug offences, which is held in a frozen allotment, to be released subject to the proposed legislation receiving Royal Assent.
[2] Original allocation as per RMAF is $15.7M. Variance due to reallocation of $1.79M in contribution dollars to 2008/09, the $1billion reduction exercise conducted in 2005/06 and lapsed funds.
[3] The original allocation of $3.2M for 2007/08 was re-profiled to future program years.
[4] This figure does not include accommodation, EBP and Branch fees.
[7] This figure does not include accommodation amounts that are transferred to PWGSC.
[8] This funding to implement MMPs for serious drug offences is held in a frozen allotment, to be released subject to the proposed legislation receiving Royal Assent. No funding was available for 2007/08.
[9] This funding to implement MMPs for serious drug offences is held in a frozen allotment, to be released subject to the proposed legislation receiving Royal Assent. No funding was available for 2007/08.
[10] No funding was allocated for fiscal year 2007/08.
[11] This funding to implement MMPs for serious drug offences is held in a frozen allotment, to be released subject to the proposed legislation receiving Royal Assent. No funding was available for 2007/08.
Horizontal Initiative: | Canadian Group on Earth Observations (CGEO) |
Lead Department: | Environment Canada |
Lead Department Program Activity: | Canadians are informed of, and respond appropriately to, current and predicted environmental conditions. |
Start Date: July 2003 | End Date: Ongoing |
Total Funding Allocated: No new funds - annual multi-departmental contributions | |
Description: Interdepartmental secretariat established to coordinate Canada's participation in the international intergovernmental Group on Earth Observations (GEO) and advance coordinated, comprehensive and sustained Earth observations in Canada. Funded through annual interdepartmental transfers and in-kind contributions. | |
Shared Outcomes:
|
|
Governance Structure :
|
Horizontal Initiative: | An Accelerated Action Plan for Federal Contaminated Sites - FCSAAP (Succeeded by the Federal Contaminated Sites Action Plan (FCSAP), approved March 2005) |
Lead Department: | Environment Canada and Treasury Board of Canada Secretariat |
Lead Department Program Activity: | Risks to Canadians, their health and their environment posed by toxic and other harmful substances are reduced (EC); Management Policy Development and Oversight (TBS) |
Start Date: April 1, 2003 (FCSAP in effect since April 2005) | End Date: FCSAAP funding to March 31, 2008. Replaced by FCSAP in April 2005, which is expected to be 12 to 15 years. Currently, funding has been approved until March 31, 2010. |
Total Funding Allocated (FCSAAP and FCSAP): $1,629.1 million | |
Description: The Federal Contaminated Sites Accelerated Action Plan (FCSAAP) and its successor program, the Federal Contaminated Sites Action Plan (FCSAP), provide a long-term mechanism to address federal contaminated sites having the highest human health and ecological risks. At the end of March 2004, federal contaminated sites represented a financial liability of approximately $3.5 billion. Although responsibility for the actual management and remediation of federal contaminated sites rests with responsible custodial departments, the overall program is administered jointly by Environment Canada and the Treasury Board of Canada Secretariat. | |
Shared Outcomes: Reduce federal financial liability and risks to human health and the environment, including fish habitat. Increase public confidence in the overall management of federal real property through the effective risk management or remediation of individual federal contaminated sites. | |
Governance Structure for FCSAAP and its successor program, FCSAP: Federal Contaminated Sites Assistant Deputy Ministers Steering Committee is supported by the Contaminated Sites Management Working Group (CSMWG) and the FCSAP Secretariat (Environment Canada), which provides overall program coordination. |
Federal Partners Involved in Each Program | Federal Partner Program Activity | Name of Programs of Federal Partner | Total Approved (2003-2010) * |
Total Available Funding for 2007-2008** |
Actual Spending for 2007-2008*** | Expected Results for 2007-2008 | Results Achieved in 2007-2008*** |
Agriculture and Agri-Food Canada | Enterprise Activities | Asset Management | $3,446,249 | $1,476,000 | $1,128,400 | Remediation and risk management for 1 project (1 site) Assessment of approximately 37 sites |
Rem/RM Activities Underway/On-Going (1 site) Assessment Completed: Requires no further action (13 sites) Assessment Completed: Requires remediation/RM (3 sites) Partially Assessed (20 sites) |
Canada Border Services Agency | Corporate Management and Direction | Infrastructure and Environment | $1,363,040 | $341,360 | $327,098 | Remediation and risk management for 2 projects (2 sites) |
Rem/RM completed (1 site) Rem/RM Activities Underway/On-Going (1 site) |
Canadian Food Inspection Agency | N/A | N/A | $183,783 | $0 | $0 | Not applicable | Not applicable |
Correctional Service Canada | Internal Services | Facilities/Asset Management Services | $2,165,850 | $1,157,677 | $70,070 | Remediation and risk management for 2 projects (2 sites) | Rem/RM Plans Completed and Awaiting Implementation (2 sites) |
Environment Canada (includes Projects, Expert Support, and FCSAP Secretariat) |
Risks to Canadians, their health and their environment posed by toxic and other harmful substances are reduced |
Risks to Canadians, their health and their environment posed by toxic and other harmful substances are assessed Risks to Canadians and impacts on the environment posed by toxic and other harmful substances are managed |
$83,133,187 | $16,448,793 | $7,614,818 | Projects Remediation and risk management for 8 projects (174 sites) Assessment of approximately 216 sites Expert Support Provision of scientific and technical advice to custodial departments with respect to the ecological risk evaluation of federal contaminated sites Provision of ecological risk assessment training and guidance Secretariat Supports the Assistant Deputy Ministers Steering committee and CSMWG, administers non-financial aspects of the program including management of project selection process, and development and maintenance of secure website and reporting |
Projects Rem/RM Completed (75 sites) Rem/RM Activities Underway/On-Going (279 sites) Rem/RM Plans Completed and Awaiting Implementation (5 sites) Rem/RM Plans Under Development (6 sites) Assessment Completed: Requires no further action (114 sites) Assessment Completed: Requires remediation/RM (56 sites) Partially Assessed (30 sites) Expert Support Continued development/revision of guidance materials prepared for the benefit of custodians, practitioners and other regulatory agencies. Conducted site visits and peer reviews of remediation/risk management projects reports as requested by custodians and during the FCSAP project submission period. Developed and delivered new training courses Participated in technical review committees, workshops and symposia related to contaminated sites management within Canada. Secretariat Provided ongoing advice and guidance related to the FCSAP program to custodians as required. Continued development of IDEA and associated training in support of the project submission process and annual program reporting. The infrastructure underlying this critical application was also significantly upgraded. Coordinated and managed the annual FCSAP reporting exercise, and the 2008 project selection process Finalized the 2007 FCSAP TB submission and developed the 2008 submission. Planned and co-chaired six CSMWG meetings and also coordinated one ADM steering committee meeting. Participated in the development, review, and approval processes related to the Federal Contaminated Sites web portal. Revised existing program guidance materials and developed new ones, including the FCSAP Manual. |
Fisheries and Oceans Canada (includes Projects and Expert Support) |
Canadian Coast Guard |
Aids and Waterways Services Marine Communications and Traffic Services |
$61,633,865 | $17,168,801 | $11,007,766 |
Projects Remediation and risk management for 91 projects (130 sites) Assessment of approximately 335 sites Expert Support Provision of scientific and technical advice to custodial departments with respect to the risk management of federal contaminated sites Participation in the project submission process including review of information provided by departments and provision of fish habitat portion of ecological risk evaluation score |
Projects Rem/RM Completed (45 sites) Rem/RM Activities Underway/On-Going (72 sites) Rem/RM Plans Completed and Awaiting Implementation (22 sites) Rem/RM Plans Under Development (90 sites) Assessment Completed: Requires no further action (178 sites) Assessment Completed: Requires remediation/RM (140 sites) Partially Assessed (298 sites) Expert Support Provided advice and support to custodians related to fish habitat at contaminated sites Conducted site visits and peer reviews of remediation/risk management projects reports as requested by custodians and during the FCSAP project submission period. Participation in technical review committees, workshops and symposia related to contaminated sites management within Canada. |
Small Craft Harbours | Maintenance | ||||||
Program Enablers | Corporate Services | ||||||
Health Canada (includes Projects and Expert Support) |
First Nations and Inuit Health | First Nations and Inuit Health Protection | $44,539,133 | $8,154,451 | $7,342,885 | Projects Remediation and risk management for 10 projects (10 sites) Assessment of 5 sites Expert Support Provision of scientific and technical advice to custodial departments with respect to the human health risk management of federal contaminated sites Provision of human health risk assessment training and guidance Participation in the project submission process including review of human health related information provided by departments and provision of human health risk score |
Projects Rem/RM Completed (1 site) Rem/RM Activities Underway/On-Going (5 sites) Rem/RM Plans Completed and Awaiting Implementation (4 sites) Assessment Completed: Requires no further action (1 site) Assessment Completed: Requires remediation/RM (10 sites) Expert Support Continued development and update of guidance documents prepared for the benefit of custodians, practitioners and other regulatory agencies. Funded and participated in workshops and symposia with the goal of advancing the science of risk assessment in Canada. |
Indian and Northern Affairs Canada |
Responsible Federal Stewardship Northern Land and Resources |
Contaminated Sites Remediation Contaminated Sites |
$581,440,542 | $117,487,455 | $ 89,497,481 | Northern Affairs Remediation and risk management for 28 projects (28 sites) Assessment of approximately 39 sites Indian and Inuit Affairs Remediation and risk management at 33 projects (47 sites) Assessment of approximately 1,042 sites |
Northern Affairs Rem/RM Completed (3 sites) Rem/RM Activities Underway/On-Going (9 sites) Rem/RM Plans Completed and Awaiting Implementation (5 sites) Rem/RM Plans Under Development (17 sites) Assessment Completed: Requires no further action (4 sites) Assessment Completed: Requires remediation/RM (2 sites) Partially Assessed (116 sites) Indian and Inuit Affairs Rem/RM Completed (12 sites) Rem/RM Activities Underway/On-Going (28 sites) Rem/RM Plans Completed and Awaiting Implementation (8 sites) Rem/RM Plans Under Development (25 sites) Assessment Completed: Requires no further action (270 sites) Assessment Completed: Requires remediation/RM (49 sites) Partially Assessed (273 sites) |
Jacques Cartier and Champlain Bridges Incorporated | Management of federal bridge, highway and tunnel infrastructure, and properties in the Montreal area | N/A | $382,000 | $92,000 | $0 | Remediation and risk management for 1 project (1 site) | Rem/RM Activities Underway/On-Going (1 site) |
National Defence | Contribute to Canada and the international community | Contribute to the international community in accordance with Canadian Interests and Values | $342,801,458 | $57,514,473 | $48,795,469 |
Remediation and risk management for 48 projects (66 sites) Assessment of approximately 164 sites |
Rem/RM Completed (6 site) Rem/RM Activities Underway/On-Going (44 sites) Rem/RM Plans Completed and Awaiting Implementation (7 sites) Rem/RM Plans Under Development (56 sites) Assessment Completed: Requires no further action (36 sites) Assessment Completed: Requires remediation/RM (45 sites) Partially Assessed (86 sites) |
Natural Resources Canada | Corporate Management | The provision of relevant and timely policy analysis and advice for decision-making on government priorities and departmental responsibilities | $1,257,000 | $325,810 | $35,428 | Assessment of 6 sites |
Assessment Completed: Requires no further action (4 sites) Partially Assessed (2 sites) |
National Capital Commission | Real Asset Management | Land and real asset management | $1,551,452 | $801,670 | $758,633 | Remediation and risk management for 2 projects (2 sites) Assessment of 69 sites |
Rem/RM Activities Underway/On-Going (2 sites) Assessment Completed: Requires no further action (5 sites) Assessment Completed: Requires remediation/RM (2 sites) Partially Assessed (60 sites) |
Parks Canada | Conserve Heritage Resources | Active Management and Restoration | $8,929,060 | $3,937,491 | $2,827,811 | Remediation and risk management for 10 projects (12 sites) Assessment of approximately 34 sites |
Rem/RM Completed (6 sites) Rem/RM Activities Underway/On-Going (4 sites) Rem/RM Plans Completed and Awaiting Implementation (1 site) Rem/RM Plans Under Development (3 sites) Assessment Completed: Requires no further action (2 sites) Assessment Completed: Requires remediation/RM (19 sites) Partially Assessed (38 sites) |
Public Works and Government Services Canada (includes Projects and Expert Support) |
Federal Accommodation & Holdings | FCSAP (projects) or FCSAP (expert services) |
$19,002,194 |
$5,196,225 | $3,951,461 | Projects Remediation and risk management at 16 projects (18 sites) Assessment of approximately 23 sites Expert Support Development of project management tools, dissemination of information on innovative technologies and technologies used at individual projects |
Projects Rem/RM Completed (8 sites) Rem/RM Activities Underway/On-Going (13 sites) Rem/RM Plans Under Development (1 site) Assessment Completed: Requires no further action (2 sites) Assessment Completed: Requires remediation/RM (16 sites) Partially Assessed (9 sites) Expert Support Developed project management tools Provided information on innovative technologies and technologies used at individual projects Participated in contaminated sites workshops |
Royal Canadian Mounted Police | Corporate Infrastructure |
|
$12,334,580 | $5,429,100 | $3,273,168 | Remediation and risk management for 12 projects (13 sites) Assessment of approximately 371 sites |
Rem/RM Completed (2 sites) Rem/RM Activities Underway/On-Going (7 sites) Rem/RM Plans Under Development (4 sites) Assessment Completed: Requires no further action (327 sites) Assessment Completed: Requires remediation/RM (3 sites) Partially Assessed (67 sites) |
Transport Canada | Policies, Programs & Infrastructure in support of Sustainable Development | Environmental Programs | $69,023,004 | $12,519,948 | $9,306,411 | Remediation and risk management for 15 projects (18 sites) Assessment of 1 site |
Rem/RM Completed (7 site) Rem/RM Activities Underway/On-Going (9 sites) Rem/RM Plans Completed and Awaiting Implementation (1 site) Rem/RM Plans Under Development (2 sites) Assessment Completed: Requires no further action (1 site) Assessment Completed: Requires remediation/RM (4 sites) Partially Assessed (1 site) |
Treasury Board of Canada Secretariat | Management Policy Development and Oversight | Assets and Acquired Services | $2,266,971 | $481,363 | $429,184 | Ensures consistency with Treasury Board policies on management of federal contaminated sites, reviews financial aspects of proposals, administers fund and advises Environment Canada on monitoring of government-wide progress | Provided advice on the management of federal contaminated sites to custodian departments and to the Environment Canada Federal Contaminated Sites Action Plan Secretariat Maintenance of the Federal Contaminated Sites Inventory |
Unallocated program management resources | $1,000,000 ($500,000 in 2008-2009 and 2009-2010) | $0 | $0 | Not applicable | |||
Accommodation charges | $7,117,071 | $1,367,467 | $1,367,467 | ||||
TOTALS | $1,243,570,438 | $249,900,084 | $187,776,587 | ||||
Comments on variances: $45.9 M will be brought forward into 2008-09 or 2009-10, $13.3 M was lapsed, and $3.0 M was reallocated internally | |||||||
Results to be achieved by non-federal partners: |
* TB approved as of June 13, 2007
** Includes TB approved funding for 2007-08, amounts brought forward from previous years, and interdepartmental reallocations
*** Based on preliminary analysis of 2007-08 FCSAP annual reporting data. Note that custodians have flexibility with respect to activities undertaken and often the number of sites actually worked on will vary from what was planned due to unforeseen delays (weather, difficult access to remote locations, etc.) or changes in custodian priorities.
Horizontal Initiative: | Great Lakes Basin Ecosystem Initiative |
Lead Department: | Environment Canada |
Lead Department Program Activity: | COA Delivery |
Start Date: April 1, 2005 (GLAPIV resources) | End Date: March 31, 2010 (expiry of COA and GLAPIV resources) |
Total Funding Allocated : $40 million over five years (GLAPIV resources), plus Departmental A-Base | |
Description: The Great Lakes Basin Ecosystem Initiative is Environment Canada's mechanism for coordinating and delivering federal commitments to restore and maintain the chemical, physical and biological integrity of the Great Lakes Basin Ecosystem, as expressed in the Canada-United States Great Lakes Water Quality Agreement. Environment Canada uses the Canada-Ontario Agreement Respecting the Great Lakes Basin Ecosystem (COA) to engage other federal departments and Ontario in delivering Canada's Great Lakes Water Quality Agreement commitments. Environment Canada's Great Lakes Basin Ecosystem Initiative (GLBEI) reflects Budget 2005 investments targeted at continuing the work under the Great Lakes Action Plan to improve the ecological integrity of the Great Lakes Basin ecosystem. A total of $40 million over five years was allocated in GLAPIV to continue the environmental restoration of key aquatic Great Lakes areas of concern. Federal departments also use A-Base resources to support their efforts towards achieving COA results. |
|
Shared Outcomes: The Great Lakes Water Quality Agreement establishes broad, long-term objectives for Canada and the Unites States in restoring and protecting the Great Lakes. The Canada-Ontario Agreement Respecting the Great Lakes Basin Ecosystem (COA) provides a short-term plan for achieving Canada's Great Lakes Water Quality Agreement commitments. Through the COA, federal and provincial agencies are guided by a shared vision of a healthy, prosperous and sustainable Great Lakes Basin ecosystem for present and future generations. The COA also establishes a common purpose and shared goals, results and commitments in four priority areas: restoration of areas of concern; reduction of harmful pollutants; achievement of lake and basin sustainability; and coordination of monitoring, research and information. |
|
Governance Structure : Eight federal departments are engaged in delivering GLBEI results under the COA: Environment Canada, Fisheries and Oceans Canada, Agriculture and Agri-Food Canada, Natural Resources Canada, Parks Canada, Transport Canada, Infrastructure Canada and Health Canada. The COA Management Committee is the senior federal-provincial management body responsible for priority setting, establishing strategies to ensure delivery of the COA, and developing common positions and joint action plans for representing Canadian interests and engaging in cooperative initiatives with the United States agencies and the International Joint Commission. Planning, prioritization and allocation of GLAPIV monies is managed through the federal Great Lakes Executive Committee, which involves the eight federal signatories to COA. The role of the Great Lakes Executive Committee is to approve strategic directions and priorities for GLAPIV work activities, and to coordinate federal positions, strategies and initiatives in support of binational activities and discussions. |
Federal Partners Involved in Each Program |
Federal Partner Program Activity
|
Name of Programs of Federal Partner | Total Approved | Planned Spending for 2007-2008 |
Actual Spending for 2007-2008 (see below for variance notes) |
Expected Results for 2007-2008 (See Appendix at end of document for COA Results statements) |
Environment Canada | Sustainable use & management of natural capital and working landscapes | COA | $37.5 million GLAPIV plus Departmental A-Base. |
$7,216,000 (GLAPIV) |
$4,210,000 (GLAPIV) |
All COA results, except Ann. 2-3.2 |
Fisheries and Oceans Canada | Healthy & Productive Aquatic Ecosystems | COA | $2.5 million GLAPIV, plus Departmental A-Base |
$608,000 (GLAPIV) |
$571,500 (GLAPIV) plus $5,484,750 (A-Base) |
Ann. 1-2.4; Ann. 1-2.6; Ann. 3-1.2; Ann. 3-1.3; Ann. 3-1.4; Ann. 3-3.1; Ann. 3-3.2; Ann. 3-4.1; Ann. 3-4.2; Ann. 3-5.1; Ann. 4-1.1; Ann. 4-2.2. |
Agriculture and Agri-Food Canada | Health of the Environment | COA | Departmental A-Base | Not Available | Not Available | Ann. 1-1.2; Ann.1-2.2; Ann. 2-2.3; Ann. 3-1.2; Ann. 3-1.4; Ann. 3-2.2; Ann. 4-1.1; Ann. 4-2.2 |
Natural Resources Canada |
Canada is a world leader on environmental responsibility in the development and use of natural resources Ecosystem risk management: Canada understands and mitigates risks to natural resource ecosystems and human health |
COA |
Departmental A-Base; and C-Base |
$1,599,857 (A and C-Base) |
$1,623,489 (A and C-Base)
|
Ann. 1-2.3; Ann. 2-3.1; Ann. 3-1.4; Ann. 3-2.4; Ann. 3-5.1; Ann. 4-2.2 |
Parks Canada | Conserve heritage resources | COA | Departmental A-Base |
Not Available
|
Not Available
|
Ann. 3-1.1; Ann. 3-1.2; Ann. 3-1.3; Ann. 3-2.2; Ann. 3-3.2; Ann. 3-3.3; Ann. 4-1.1; Ann. 4-2.2. |
Transport Canada | Environmental Protection and Remediation; the Canadian Ballast Water Program | COA | Departmental A-Base |
$600,000 (A-Base) |
$600,000 (A-Base) |
Ann. 3-1.3; Ann. 3-2.1; Ann. 3-4.1; Ann. 3-4.2 |
Infrastructure Canada | Infrastructure funding programs | CSIF; MRIF; ICP and Building Canada Plan. | Funds approved under Building Canada Plan |
Not Available
|
Not Available
|
Ann. 1-2.1; Ann. 3-6.1 |
Health Canada | Healthy Environments & Consumer Safety | COA | Departmental A-Base |
Not Available
|
Not Available
|
Ann. 2-3.2 |
TOTAL GLAPIV
(plus Departmental funding) |
$7,824,000 (GLAPIV) (plus Departmental funding) |
$4,781,500 (GLAPIV) (plus Departmental funding) |
||||
Results Achieved in 2007-2008: In 2007-2008 progress toward a healthy and sustainable Great Lakes Basin ecosystem continued on many fronts
Specific Results by Department : Environment Canada Work continued to achieve progress in restoration of Great Lakes areas of concern. Environment Canada contributed $3.44 million towards 34 projects and initiatives including
Work continued to achieve a better understanding of the state and trends in the Great Lakes Basin ecosystem. Environment Canada worked with universities and other government agencies on many water and wildlife research projects, including:
Fisheries and Oceans Work continued to conduct science, enhance fish habitats and control the negative impacts of established invasive species. Projects included
Agriculture and Agri-Food Canada Work continued to improve beneficial agriculture management practices with involvement of the Great Lakes farming community in over 13 700 projects, including:
Natural Resources Canada Work continued towards the achievement of sustainable development of Canada's energy, forestry and mineral metals resources within the Great Lakes Basin. Projects included
Parks Canada Work continued to manage parks in the Great Lakes Basin and towards the achievement of a viable protected areas network. Projects included
Transport Canada Work continued to ensure compliance with the Canada Shipping Act regulations related to the ecosystem health of the Great Lakes. Transport Canada undertook a wide variety of inspection, monitoring and training programs, including such projects as
Infrastructure Canada Work continued towards providing funding to infrastructure projects in support of a cleaner environment by improved wastewater treatment for communities located along the Great Lakes. In 2007-2008, in addition to providing funding to already approved wastewater projects, federal funding was also announced for the following wastewater treatment projects in communities situated along the Great Lakes:
In November 2007, the $33 billion Building Canada infrastructure plan was announced. This funding will be provided over six years until 2014. Wastewater and water projects are key national priority categories of the $8.8-billion Building Canada Fund. Between February and June of 2008 the Government of Canada announced wastewater projects in the following communities along the Great Lakes as priorities for consideration of federal infrastructure funding under the Municipal Rural Infrastructure Fund (MRIF): Parry Sound, Bluewater, Port Rowan and Brockville.
Health Canada Work continued to facilitate research and the exchange of information within the Great Lakes Basin that can be integrated into health policy by all levels of government. Projects included:
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Comments on Variances : Dedicated Great Lakes funding (GLAPIV) is received only by Environment Canada and Fisheries and Oceans Canada, each also contributes Departmental A-Base toward achieving results under COA. All other partners to COA (federal and provincial) achieve COA results via departmental funding. Actual spending by Environment Canada of GLAPIV resources was less than expected in 2007-2008 due to changes in departmental resource allocations following a departmental restructuring exercise. As mentioned above, Environment Canada also spends A-Base funding to achieve COA results; however, exact figures are not available. For Natural Resources Canada actual spending exceeded planned spending by $23,632 because an additional $30,000 was spent by the CFS Forest Harvesting in Riparian Zones program to repair roads due to flood damage; while the O& M budget for ESS Enhancing Resilience to Climate Change Program was cut by $6,368. For Parks Canada, exact figures are not available for Total Funding Approved and Planned and Actual Spending for 2007-2008. Parks Canada contributions towards COA objectives are complementary to the Agency's mandated programs and activities and reported via annual Parks Canada Agency departmental performance reports. For Infrastructure Canada, exact figures are not available for Total Funding Approved, and Planned and Actual Spending for 2007-2008, although under the Canada Strategic Infrastructure Fund (CSIF), over $100 million has been provided to upgrade wastewater treatment in Sarnia, Brockville, Thunder Bay and Hamilton. Through the Municipal Rural Infrastructure Fund (MRIF) and the Infrastructure Canada Program (ICP), funding has also been provided in support of many water and wastewater projects in smaller communities along the shores of the Great Lakes. For Health Canada, exact figures are not available for Total Funding Approved and Planned and Actual Spending for 2007-2008. The projects shown to support work under the 2007-2010 COA are delivered through integrated work with other Health & Environment initiatives within the Department. |
Appendix - COA Results Statements
ANNEX 1 - AREAS OF CONCERN
Result 1.1 - Reduce microbial and other contaminants and excessive nutrients from industrial or municipal wastewater to achieve delisting targets in Nipigon Bay and St. Lawrence River (Cornwall) AOCs.
Result 1.2 - Reduce microbial and other contaminants and excessive nutrients from rural non-point sources to meet delisting criteria in the St. Lawrence River (Cornwall) AOC.
Result 1.3 - Contaminated sediment management strategies developed for the Wheatley Harbour AOC and implemented in the St. Lawrence River (Cornwall) AOC.
Result 1.4 - Plans in place and being implemented to rehabilitate fish and wildlife habitats and populations to meet delisting targets in the Wheatley Harbour and St. Lawrence River (Cornwall) AOCs.
Result 1.5 - Informed, effective collaboration amongst government, communities and individuals to prioritize and complete actions required for delisting and confirming environmental recovery in Nipigon Bay, Jackfish Bay, Wheatley Harbour and St. Lawrence River (Cornwall) AOCs.
Result 1.6 - Environmental monitoring and reporting to document improvements and track environmental recovery.
Result 2.1 - Reduce microbial and other contaminants and excessive nutrients from municipal sewage treatment plants, combined sewer overflows, urban stormwater and industrial wastewater towards delisting targets in St. Marys River, St. Clair River, Detroit River, Niagara River, Hamilton Harbour, Toronto and Region and Bay of Quinte AOCs.
Result 2.2 - Reduce microbial and other contaminants and excessive nutrients from rural non-point sources towards achieving a remedial action plan (RAP) delisting criteria in St. Clair River, Detroit River, Niagara River, Hamilton Harbour, and Toronto and Region AOCs.
Result 2.3 - Progress made in developing sediment management strategies to reduce ecological and human health risk from contaminated sediments in Thunder Bay, Peninsula Harbour, St. Marys River, St. Clair River, Detroit River, Niagara River, Hamilton Harbour, Port Hope and Bay of Quinte AOCs.
Result 2.4 - Long-term management plans being developed and priority actions for delisting being implemented for rehabilitation and protection of fish and wildlife habitats and populations in St. Marys River, St. Clair River, Detroit River, Niagara River, Hamilton Harbour, Toronto and Region and Bay of Quinte AOCs.
Result 2.5 - Informed, effective collaboration amongst government, communities and individuals to prioritize and complete actions required for delisting and confirming environmental recovery in AOCs.
Result 2.6 - Identify monitoring needs, undertake required studies and evaluate results to assess environmental recovery and support remediation strategies in AOCs.
ANNEX 2 - HARMFUL POLLUTANTS
Result 1.1 - Reduction n releases of Tier 1 substances beyond the 2005 achievements towards the goal of virtual elimination.
Result 2.1 - Reduction in releases of criteria air pollutants.
Result 2.2 - Coordinated activities to reduce releases from municipal wastewater.
Result 2.3 - Develop and initiate a program for the sound management of chemical substances in the Great Lakes Basin.
Result 3.1 - Improved understanding of the sources, fate and impacts of harmful pollutants in the Great Lakes Basin.
Result 3.2 - Human health risks from harmful pollutants are understood and addressed in the Great Lakes Basin
ANNEX 3 - LAKE AND BASIN SUSTAINABILITY
Result 1.1 - Increased awareness and appreciation of the Great Lakes and their contributions to social, economic and environmental well-being.
Result 1.2 - Increased stewardship actions that work towards a balance between human well-being and prosperity, and healthy aquatic ecosystems.
Result 1.3 - Sustainable use of land, water and other natural resources to provide benefits from the Great Lakes now and in the future.
Result 1.4 - Enhanced knowledge about beneficial and harmful impacts of human activities on Great Lakes aquatic ecosystems and resources
Result 2.1 - Reduce microbial and other contaminants and excessive nutrients from industrial and municipal wastewater, combined sewer overflows and urban stormwater sources consistent with actions specified in binational Lakewide Management Plans (LaMPs) and binational lake action plans.
Result 2.2 - Reduce microbial and other contaminants and excessive nutrients from rural sources by undertaking actions specified in the binational Lakewide Management Plans and binational lake action plans.
Result 2.3 - Identification of contaminated sediment and development of sediment management plans to reduce the release and impact of sediment-bound contaminants on the Great Lakes Basin ecosystem.
Result 2.4 - Enhanced knowledge about beneficial and harmful impacts of human activities on Great Lakes water quality.
Result 3.1 - Great Lakes aquatic ecosystems and habitats are protected, restored and sustained consistent with binational Great Lakes planning.
Result 3.2 - Progress on rehabilitation of Great Lakes native species to restore the health of aquatic ecosystems, consistent with binational Great Lakes planning.
Result 3.3 - Enhanced knowledge about beneficial and harmful impacts of human activities on Great Lakes aquatic ecosystems, habitats and species.
Result 4.1 - Implementation in the Great Lakes of the National Action Plan to Address the Threat of Aquatic Invasive Species.
Result 4.2: Enhanced knowledge about the harmful impacts of aquatic invasive species on Great Lakes aquatic ecosystems, food webs and species.
Result 5.1 - The impacts of climate change on the Great Lakes ecosystem composition, structure, and function, including biodiversity (organisms and their habitat), water quality and quantity, human health and safety (including access to clean drinking water), social well-being and economic prosperity are understood by governments and the Great Lakes community.
Result 6.1 - The potential risks to Great Lakes drinking water intakes are identified and assessed, and early action to address risks is undertaken.
Result 6.2 - Develop knowledge and understanding of water quality and quantity issues of concern to the Great Lakes as drinking water sources.
ANNEX 4 - COORDINATION OF MONITORING, RESEARCH AND INFORMATION
Result 1.1 - Responsive and comprehensive monitoring and research programs.
Result 2.1 - Improved reporting on environmental conditions, changes and progress.
Result 2.2 - Increased sharing of data and information among governments, organizations and Basin residents.
Horizontal Initiative: | Implementation of the Species at Risk Act |
Lead Department: | Environment Canada |
Lead Department Program Activity: | Biodiversity and Wildlife Programs |
Start Date: 2000 | End Date: Ongoing (Current approval of sun-setting resources portion ends in 2011-2012) |
Total Funding Allocated : (from 2000-2001 to 2011-2012) $863 million | |
Description: This horizontal initiative supports the development and implementation of the Accord for the Protection of Species at Risk and the Species at Risk Act (SARA) that came fully into force in June 2004. Environment Canada, Fisheries and Oceans Canada and Parks Canada are the departments and agency responsible for the protection of species at risk under federal jurisdiction. The three departments received funds from Treasury Board in 2000 for the "Implementation of the National Strategy for the Protection of Species at Risk and their Critical Habitat", in 2003 for the "Implementation of the Act respecting the protection of wildlife species at risk in Canada" and in 2007 for "Delivering results under the Species at Risk Act ". | |
Shared Outcomes:
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Governance Structure : Formal governance structure
Supporting and Advisory Structures
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Federal Partners Involved in Each Program | Federal Partner Program Activity | Name of Programs of Federal Partner | Total Approved | Planned Spending for 2007-2008 | Actual Spending for 2007-2008 | Expected Results for 2007-2008 | Results Achieved in 2007-2008 |
Environment Canada | Biodiversity and Wildlife Programs | Environment Canada Species at Risk Program | $535.8 million |
$59.9 million |
$ 47.8 million |
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Fisheries and Oceans Canada | Species at Risk Management | Fisheries and Oceans Canada Species at Risk Program | $216.2 million | $26 million | 17.6 million | ||
Parks Canada | Heritage Resources Conservation | Parks Canada Species at Risk Program | $111 million | $14.1 million | $11.6 million | ||
TOTAL | $863 million | $100 million |
$77 million |
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Comments on Variances: Environment Canada
Parks Canada
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Results to be achieved by non-federal partners:
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Contact information: Virginia Poter |
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For further information: http://www.sararegistry.gc.ca/default_e.cfm |
Horizontal Initiative:The Clean Air Agenda | Lead Department: Environment Canada |
Lead Department Program Activity: 3.3 - Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced | Total Funding Allocated: $1.9 billion |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Description | |
The Government of Canada's Clean Air Agenda (CAA) represents a part of the Government's broader efforts to address the challenges of climate change and air pollution, with a view to building a clean and healthy environment for all Canadians. In April 2007, the Government announced the details of the regulatory component of the Clean Air Agenda in " Turning the Corner: An Action Plan to Reduce Greenhouse Gases and Air Pollution." This plan set out the approach for reducing greenhouse gas and air pollution emissions from industry. It also described planned regulatory measures to reduce emissions from the transportation sector, actions on consumer and commercial products and actions to improve indoor air quality. Budgets 2006 and 2007 provided $1.9 billion 1 in funding over four years (2007/08 to 2010/11) for the Clean Air Agenda, which incorporates the development of both regulations and programming to achieve measurable reductions in greenhouse gas emissions and air pollution. The Clean Air Agenda represents only a portion of the overall environment strategy of the government. The Government recognizes the need for a holistic approach to delivering measurable results for the benefit of all Canadians; therefore, to measure investments against results, a horizontal framework known as the Clean Air Agenda Horizontal Management, Accountability and Reporting Framework (CAA HMARF) was developed. The CAA HMARF consolidates forty-four (44) programs that span nine (9) participating departments and agencies into eight (8) themes, each of which is championed by a lead department. The eight (8) CAA HMARF themes and departmental leads are: Clean Air Regulations - Environment Canada; Clean Transportation - Transport Canada; Clean Energy - Natural Resources Canada; Adaptation - Environment Canada; Partnerships - Environment Canada; International Actions - Environment Canada; Management and Accountability - Environment Canada; and, Indoor Air Quality - Health Canada. Through the CAA HMARF governance structure, participating departments are jointly responsible for the management of the Clean Air Agenda. The governance structure encourages coordination, joint management and clear accountabilities. There are three distinct levels within the CAA HMARF governance structure:
--- 1 Funding increased from $1.7 B to $1.9 B due to inclusion of $200 M in additional funding for clean transportation initiatives |
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SHARED OUTCOMES The Government of Canada has committed to tangible improvements in Canada's environment and the health of Canadians by:
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Clean Air Agenda | |
Total Approved | $1,891,956,953 |
Planned Spending for 2007-2008 | $294,388,611 |
Actual Spending for 2007-2008 | $236,675,588 |
Percent of 2007-2008 funds spent: | 80.40% |
Preliminary Expected GHG Reductions 2010-2011 | |
The Government of Canada has established a national target of an absolute 20% reduction in GHGs relative to 2006 levels by 2020. The preliminary expected GHG reductions for the 2010/11 fiscal year for the Clean Air Agenda include 56.5Mt contributed by Clean Air Regulations, 11.0Mt contributed by Clean Energy, 9.6Mt contributed by Clean
Transportation, and less than 1Mt contributed by enabling themes: Indoor Air Quality, Adaptation, Partnerships, International Actions, and Management and Accountability. The estimated emissions reductions are based on estimates for the individual program measures. Given that the industrial regulations are a large portion of the overall estimated reductions, actual emission levels will depend on compliance options chosen by regulated firms. Reduction estimates from individual program measures have been taken on a case-by-case basis and summed up by theme. Due to interactions and synergies within and between programs and regulations the total emissions impact for a given theme may be less than the sum of the individual program measures. |
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Expected Results 2007-2011 | Results Achieved in 2007-2008 |
OUTCOMES This initial year of the Clean Air Agenda saw results attributed towards immediate and intermediate outcomes while developing the foundations towards future results. |
Central to the Clean Air Agenda is the reduction of greenhouse gas emissions through the development of clean technologies, the use of clean and renewable energy sources and clean transportation, improved energy efficiency within the industrial sector, and improved use of efficient and environmentally safe practices and products. A suite of initiatives has been designed to complement the regulatory aspects of the Clean Air Agenda that are under development. |
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In 2007-08 a new laboratory was constructed to support research and development to improve indoor air quality, in addition to initial stakeholder consultations held on indoor air issues. The completion of a new laboratory is an integral element of reducing indoor air pollutants and radon exposure. Through increasing dissemination of information regarding
indoor air quality along with a national radon strategy, Canadians will be in a better position to manage and mitigate indoor air quality risks. Gains were also made relating to the national radon management strategy including the adoption of new Canadian Radon Guidelines with a reduced action level of 200 Bq/m 3 over the previous value of 800 Bq/m 3 ; a radon public education and awareness strategy was developed and a public fact sheet was produced and distributed; a standard procedure was developed for radon testing; 1000 federal buildings were tested; and, measurements of radon in soil were made at 262 sites across Canada to assess areas with high levels. A national radon laboratory was established at the Radiation Protection Bureau in Ottawa. The Laboratory completed the development of two standard radon measurement procedures for residential homes and large buildings (including schools and hospitals). Consultations were conducted with stakeholders and industry on the draft list of substances that established a priority list of indoor air contaminants that will serve as the basis for the development of guidelines/regulations. Risk assessments and indoor air quality guidelines were developed for ozone and carbon monoxide. |
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Increased participation of industrial stakeholders regarding the implementation of energy efficiency measures and practices. For example, 156 new Canadian companies have registered their corporate commitment to improve energy efficiency and have become leaders in the Canadian Industry Program for Energy Conservation. In-depth consultations were held with
respect to energy labelling for buildings leading to the development of a new pilot labelling system for buildings. More than 110 solar thermal systems were installed in Canada's industrial-commercial-institutional sectors. In addition, 13 residential pilot projects were selected which are expected to result in the installation of 8,000 solar domestic water heaters by 2010. Once these solar water heaters are installed, it is estimated that annually through this use of clean energy technology over 8 kilotonnes of greenhouse gas emissions will be reduced. An amendment known as "amendment 10" (the Energy Efficiency Regulations) is under development which will account for approximately one-third of the Clean Air Regulatory Agenda's Energy Efficiency Regulations' contribution(- 7.29 petajoules and 0.5 megatonne greenhouse gas reduction from business in 2010, rising to 9.7 megatonnes in 2020). |
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In terms of pre-retrofit evaluations more than 102,000 Canadian homes were assessed with 12,000 grants being paid to offset the cost of making energy efficiency improvements. Further, 10% of grant recipients included the use of renewable technologies and products in their renovations projects and an additional 96 retrofit projects were funded in small and
medium organizations. Regulations are also under development to reduce greenhouse gas emissions from industrial sources. |
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Under the EcoAuto Rebate Program, over $71 million was distributed to purchasers of high efficiency and alternate fuel vehicles and a contribution agreement was signed with the Clean Air Foundation to deliver the Vehicle Scrappage Program. The EcoEnergy for Fleets program funded 6 projects aimed at installing best practices amongst fleet managers and drivers. Under the ecoFREIGHT program over $6 million was allocated to twenty-three freight technology projects. In 2007-2008, there were over 39 million instances of knowledge transfer to Canadians raising the awareness of how to augment energy efficiency for personal vehicle use. The knowledge transfer occurred through events such as driver training and receipt of information on best practices for drivers as a result of the EcoEnergy for Personal Vehicles Program. In addition, there were 39,000 Canadian transportation professionals informed or trained under the EcoEnergy Fleets Program; 66,000 mail applications processed, 60,000 calls received and 414,000 visits to the web site made under the ecoAuto Rebate Program; and 23,000 people informed about advanced technology vehicles at 22 events under the ecoTechnology for Vehicles Program. Regulations are also under development to reduce greenhouse gas emissions from motor vehicles. |
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Regulations have been developed to reduce volatile organic compounds (VOCs) in consumer and commercial products such as paints, varnishes, adhesives and vehicle repair cleaners. |
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In 2007-08, more than 60 partnerships and collaborative agreements were established with multi-stakeholders to promote clean energy activities. For example, a federal-provincial-industrial collaborative agreement is in place on an engineering design project for a proposed clean coal gasification power plant. In addition, two projects have been initiated as
part of federal-provincial collaboration on energy management standards and information systems. The above introduction of new measures that immediately address sources of emissions and the development and deployment of clean energy technologies support the transition to major emissions reduction that will be required by regulation over the longer term. There were also 10 projects established for 757 megawatts of new electricity capacity from renewable sources, producing 2.4 terawatt hours per year. |
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Tools and information were developed to help Canadians assess climate change risks and to take protective actions. For example, the Canada's Credit for Early Action Program and Canada's Offset System for Greenhouse Gases were published. The Air Quality Benefits Assessment Tool was further refined to estimate the human health benefits or impacts associated
with changes in Canada's ambient air quality. The Health Canada Indoor Air Quality website was updated to reflect new information and continued to be an important vehicle for the dissemination of health advice to the public. The design of the Clean Air Community Partnerships program was completed including the preparation of communications and program materials. A greenhouse gas calculator was created as an estimation tool that will assist those stakeholders and funding recipients within the Clean Air Community Partnerships program to calculate greenhouse gas reductions for individual Clean Air Community Partnerships program projects. These actions support opportunities to promote the Clean Air Agenda and its initiatives leading to more positive environmental actions. |
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Climate change is a global issue and Canada remains engaged within the international community. Canada made its assessed contributions, as well as voluntary contributions, to the United Nations Framework Convention on Climate Change. Canada also participated in technology-related partnerships including the Renewable Energy and Energy Efficiency Partnership in order to promote and support the development and deployment of clean technologies. Canada obtained membership to the Asia-Pacific Partnership in October 2007. A governance structure to the APP has been operationalized. In this context, consultations were held with key domestic industrial sectors on the APP. Canada provided support to non-United Nation agencies with the goal of enhancing understanding and assessing options for the development of a future climate change agreement, and worked domestically to develop policy options on a range of climate change issues. Canada actively participated in the UN and non-UN negotiations and discussions concerning a post-2012 climate change agreement. We ensured that domestic interests and climate change policies were reflected during the formulation and presentation of Canadian negotiating positions. We also advocated our positions within multilateral processes such as the U.S.-led Major Economies Meeting process, the G8, and the Asia-Pacific Economic Cooperation. Canada participated in the Expert Group on Technology Transfer, established under the UNFCCC, to analyze and identify ways to facilitate and advance technology development and transfer activities. Canada participated in the Least Developed Countries Expert Group (LEG), established under the UNFCCC to advise least developed countries on the preparation of national adaptation programs of action (NAPAs). |
Long-Term Outcomes
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Clean Air Regulatory Agenda |
Clean Energy |
Clean Transportation |
Indoor Air Quality |
Adaptation |
International Actions |
Partnerships |
Management and Accountability |
Clean Air Regulatory Agenda (CARA) | Lead Department: Environment Canada |
Federal Partners: Transport Canada, Natural Resources Canada, Health Canada | |
Total Approved | $347,300,000 |
Planned Spending for 2007-2008 | $63,800,000 |
Actual Spending for 2007-2008 | $42,170,653 |
Percent of 2007-2008 funds spent: | 66.1% |
Preliminary Expected GHG Reductions 2010-2011 | Approximately 55 MT* |
*The Government of Canada has established a national target of an absolute 20% reduction in GHGs relative to 2006 levels by 2020. The main achievement of the 2007-2011 period is the development and implementation of the various components that will drive these reductions. The reductions will progressively begin to be realized to ramp up towards
2020 and to meet the above target. The preliminary estimate of expected GHG reductions from the Industrial Regulations is calculated from the projected levels (Business as usual) and is derived from lower emission-intensities for the 2010/11fiscal year . Actual emission levels will depend on compliance options chosen by regulated firms. |
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Description | |
CARA is an integrated, nationally consistent approach to reduce emissions of both air pollutants and greenhouse gases, intended to protect the health and environment of Canadians, and to avoid falling further behind our trading partners. The regulations and targets to be pursued under CARA are designed to: a) substantially reduce air pollutant and GHG emissions (20% reduction from 2006 levels by 2020) and air pollutants (20 to 55% reduction from 2006 levels by as early as 2012 and no later than 2015) from major source sectors; b) provide industry with the long-term certainty and level playing field needed to make significant, synergistic and cost-efficient investments to reduce emissions; c) strengthen Canada ' s ability to engage effectively in international discussions, such as negotiating additional reductions in the transboundary flow of air pollutants from the US and influencing international GHG negotiations; and d) control emissions from products that release indoor pollutants. |
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Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Immediate Outcomes Industrial sectors meet emission levels of air pollutants and GHGs to comply with new or amended regulations by required dates. Canada's motor vehicles and engines fleet becomes increasingly more fuel efficient and cleaner as a result of new vehicle fuel consumption regulation and new emission control standards applied to regulated modes of transportation and engines used and sold in Canada. Canadians have access to more environmentally safe and energy efficient products since products sold in Canada are designed and manufactured according to new energy efficiency and environmental regulations. Improvement of indoor air quality as new federal guidelines for levels of contaminants in indoor air and a national radon risk management strategy are widely deployed and publicized. Improved reporting for regulatees and compliance facilitated, as these processes are streamlined at the national level, with a single window reporting system and the establishment of flexible compliance mechanisms. |
Environment Canada and its federal partners built the foundation of the regulatory and policy infrastructure to achieve CARA objectives. Released Turning the Corner: An Action Plan to Reduce Greenhouse Gases and Air Pollution and a Regulatory Framework for Air Emissions which establishes mandatory emission reduction targets for industrial and other emission and pollution sources. The regulatory framework for industrial greenhouse gas emissions was approved and is being implemented. Extensive consultations were conducted with industry, provinces, and key stakeholders to validate the air pollutant targets and improve the methodology for calculating the caps. A Notice was published requiring industry to report their 2006 emissions of greenhouse gases and air pollutants and other data for the purposes of informing the development of the proposed regulation. Using the existing transportation regulatory structure an MOU was negotiated and amendments to regulations and standards were drafted. The Motor Vehicle Fuel Consumption Standards Act was proclaimed in November 2007. Subsequently, consultations on the development of fuel consumption regulations were conducted with stakeholders during the winter of 2008 (ending in March 2008). An MOU to reduce air pollutants and GHG emissions from the rail sector was signed in April 2007. Subsequently, the first report on locomotive emissions monitoring was issued in December 2007. In May 2007, regulations were made under the former Canada Shipping Act to incorporate provisions of the Annex IV Regulations for the Prevention of Air Pollution of the International Maritime Organization's (IMO) International Convention for the prevention of air pollution from ships. Transport Canada also commenced redrafting the regulations to fit under the new Canada Shipping Act, 2001 , which came into force in July 2007. In addition, Transport Canada is participating at IMO regarding GHG emissions. Canada actively supported the ongoing development of international standards and recommended practices with the Civil Aviation Organization (ICAO) concerning GHG and air pollutant emissions from aviation sources. The government also engaged in ICAO's Group on International Aviation and Climate Change (GIACC) to recommend an aggressive program of action on international aviation and climate change by fall 2009. Volatile Organic Compound (VOC) concentration limits for automotive refinishing products, architectural coating and certain products were developed and proposed; regulations will soon follow. Amendment 10 to the Energy Efficiency Regulations was pre-published March 29, 2008. This proposed amendment will account for approximately one-third of the CARA Energy Efficiency Regulations' contribution -7.29 petajoules and 0.5 Mt GHG reduction from business as usual in 2010, rising to 9.7 Mt in 2020. Following nomination of substances to a priority list of indoor air contaminants which will serve as a basis for guideline/regulation development, consultations were conducted with stakeholders and industry on the draft list. Completion of risk assessments and indoor air quality guideline development for ozone and carbon monoxide. A new Canadian Radon Guideline with a reduced action level of 200 Bq/m 3 over the previous value of 800 Bq/m 3 was adopted. Consultations on the need for a target of 100 Bq/m 3 for new home construction were also held with stakeholders and the public. A National Radon Laboratory was established at the Radiation Protection Bureau in Ottawa. The Laboratory completed the development of two standard radon measurement procedures for residential homes and large buildings (including schools and hospitals). Work to upgrade the One-Window to National Environmental Reporting System (OWNERS) to an improved platform has been initiated. Preliminary design of the Domestic Credit Tracking System was proposed. The Canada's Credit for Early Action Program and Canada's Offset System for Greenhouse Gases were published. |
Intermediate Outcomes Canada 's emissions have been reduced from 2006 levels while maintaining competitiveness of Canadian regulated sectors
Human health and environmental quality are improved
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Clean Energy | Lead Department: Natural Resources Canada |
Federal Partners: Indian and Northern Affairs Canada | |
Total Approved | $877,040,000 |
Planned Spending for 2007-2008 | $101,500,000 |
Actual Spending for 2007-2008 | $81,623,693 |
Percent of 2007-2008 funds spent: | 80.42% |
Preliminary Expected GHG Reductions 2010-2011 | 11.0 MT* |
*The Government of Canada has established a national target of an absolute 20% reduction in GHGs relative to 2006 levels by 2020. The above represents the preliminary expected GHG reductions for the Clean Energy theme. Reduction estimates from individual program measures have been taken on a case-by-case basis and summed up by theme. Due to interactions and synergies within and between programs and regulations the total emissions impact for a given theme may be less than the sum of the individual program measures. |
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Description | |
Energy production and use is responsible for the majority of Canada's greenhouse gas and air pollution emissions. While mandatory national regulation is the centerpiece of the Government's Clean Air Agenda, there remains a need to address important energy-related sources of emissions and air pollutants that cannot be effectively addressed
through regulation. As part of the Clean Air Agenda, Natural Resources Canada (NRCan) and Indian and Northern Affairs Canada (INAC) are delivering the ecoENERGY Initiatives - a set of measures to promote smarter energy use, increase clean energy supply, and support the development and deployment of clean energy technologies. The suite of Clean Energy initiatives has been designed to complement the regulatory aspects of the Clean Air Agenda by highlighting existing government work and introducing new measures that immediately address important sources of emissions and that will facilitate the transition to major emissions reductions that will be required by regulation over the longer term. As the lead department for the Clean Energy theme, NRCan is responsible for collecting, collating and reporting information on the progress of Clean Energy programming. |
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Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Immediate Outcomes Partnerships and collaborative agreements with stakeholders to promote clean energy activities that result in lower emissions of GHGs and CACs. |
More than 60 partnerships and collaborative agreements have been established with a variety of stakeholders to promote clean energy activities. For instance, a federal-provincial-industrial collaborative agreement is in place on an engineering design project for a proposed clean coal gasification power plant. In addition, two projects have been initiated as part of a federal-provincial collaboration on energy management standards and information systems. |
Involvement by industry in developing and using energy efficiency products, services, and processes that result in lower emissions of GHGs and CACs. | In 2007/08, industrial stakeholders became increasingly involved in the implementation of energy efficiency measures and practices. In particular, 156 new Canadian companies have registered their corporate commitments to improve energy efficiency and have become leaders in the Canadian Industry Program for Energy Conservation (CIPEC). Further, in-depth industry consultations were also held in the development of a new pilot labelling system for buildings. |
Transfer and/or use of clean energy technologies and practices leading to lower emissions of GHGs and CACs. | More than 110 solar thermal systems were installed in Canada's Industrial/Commercial/Institutional sectors and 13 residential pilot projects were selected which are expected to result in the installation of 8000 solar domestic water heaters by 2010. Once installed, over 8 kilotonnes of GHG emissions will be displaced annually. Also, in 2007/08, 10 projects were established for 757 MW of new electricity capacity, from renewable sources, producing 2.4 terawatt-hours per year. With regards to energy efficiency, more than 102,000 Canadian homes had pre-retrofit evaluations and 12,000 grants were paid to offset the cost of making energy efficiency improvements. Further, 10% of grant recipients included renewable technologies and products in their renovation. An additional 96 retrofit projects were funded in small and medium organizations. |
Awareness and understanding among stakeholders of the potential for, and methods of, reducing GHGs and CACs through energy production and use. | The activities within the clean energy theme have raised awareness and understanding of clean energy programming through a number of measures targeted at Canadians, including the delivery of specific programming in Aboriginal and northern communities . An ecoENERGY website has been developed and maintained to provide program information and promotional materials/information products have also been produced. Several clean energy networks have been established to engage key stakeholders and to share information and best practices. Representatives from the clean energy theme have participated in a variety of conferences to raise awareness of energy efficiency, renewable energy and clean energy technologies. More than 225 workshops have been held across the country to provide training and information tools to industry and other target audiences. Further, a number of policy studies have been published and reported in peer-reviewed literature. |
Policy and monitoring that supports GHG and CAC reductions. | NRCan officials have provided policy documents and advice to the Minister of Natural Resources and other senior officials in support of policy development and decision making. Theme representatives worked closely with Environment Canada (the lead department) to finalize the Regulatory Framework for Industrial GHG Emissions and in the development/implementation of the Horizontal Management, Accountability and Reporting Framework for the Clean Air Agenda. In addition, science and policy experts participated in several national and international fora to discuss policy options for achieving Canada's medium and long-term climate change objectives. |
Intermediate Outcomes
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Clean Transportation | Lead Department: Transport Canada |
Federal Partners: Natural Resources Canada, Environment Canada | |
Total Approved | $461,716,953 |
Planned Spending for 2007-2008 | $98,799,611 |
Actual Spending for 2007-2008 | $92,606,718 |
Percent of 2007-2008 funds spent: | 93.73% |
Preliminary Expected GHG Reductions 2010-2011 | 9.6 MT* |
*The Government of Canada has established a national target of an absolute 20% reduction in GHGs relative to 2006 levels by 2020. The above represents the preliminary expected GHG reductions for the Clean Transportation theme. The estimated emissions reductions are based on the targets outlined in the final Regulatory Framework as well as estimates for the individual program measures. Given that the industrial regulations are a large portion of the overall estimated reductions, actual emission levels will depend on compliance options chosen by regulated firms. Reduction estimates from individual program measures have been taken on a case-by-case basis and summed up by theme. Due to interactions and synergies within and between programs and regulations the total emissions impact for a given theme may be less than the sum of the individual program measures. |
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Description | |
The Clean Transportation Theme program measures will work towards: improved management of sustainable transportation infrastructure in communities; improved efficiency and reduced emissions of air pollutants and greenhouse gases (GHG) from the movement of goods; and improved fuel efficiency and reduced emissions from the personal vehicle fleet. | |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Immediate Outcomes
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In 2007-2008, the 12 programs under the Clean Transportation Theme were in their first year of operation. Program managers sought, in the first instance, to complete the design and start-up of the programs, including consulting with stakeholders, preparing documentation and staffing. Consequently, performance under the theme can best be assessed in terms
of immediate outputs, rather than outcomes. The main result areas were in terms of financial support, information and decision support, partnerships and networks and research studies. Financial support in the form of incentives was provided to vehicle purchasers under the ecoAuto Rebate Program, and to commercial freight operators under the Freight Technology Demonstration Fund and the Freight Technology Incentive Program. In 2007-2008, over $71 million was distributed to purchasers of high efficiency and alternate fuel vehicles under the ecoAuto Rebate Program. The first rounds of project selection were completed under the freight programs. A contribution agreement was completed with the Clean Air Foundation to deliver incentives to owners of old vehicles for the Vehicle Scrappage Program. The ecoEnergy for Personal Vehicles program and the ecoEnergy for Fleets program provide financial support for projects geared towards reducing emissions. The ecoENERGY for Personal Vehicles program funded five projects committed to promoting driving best practices through outreach. Similarly, the ecoEnergy for Fleets program funded 6 projects aimed at installing best practices amongst fleet managers and drivers. Even during a period of high fuel prices, it is important that consumers and businesses have access to good information about fuel saving technologies and practices, and training in the use of these technologies and practices. In 2007-2008, there were over 39 million instances of knowledge transfer to Canadians raising the awareness of how to augment energy efficiency for personal vehicle use. The knowledge transfer occurred through events such as driver training and receipt of information on best practices for drivers as a result of the ecoEnergy for Personal Vehicles Program. In addition, there were 39,000 Canadian transportation professionals informed or trained under the EcoEnergy Fleets Program; 66,000 mail applications processed, 60,000 calls received and 414,000 visits to the web site made under the ecoAuto Rebate Program; and 23,000 people informed about advanced technology vehicles at 22 events under the ecoTechnology for Vehicles Program. Through partnerships and networks, Clean Transportation Programs seek to leverage the federal government's resources and to build public support and impetus for existing programs. Under the ecoMobility Program, which works primarily with municipal governments and transit authorities, an implementation plan was developed to support Transportation Demand Management (TDM) project implementation and a request for TDM proposals was launched. A national network of TDM practitioners is being developed. The ecoTechnology for Vehicles Program involves close cooperation with the automotive industry to identify barriers to the introduction of low-emission vehicles. Under the ecoFreight Partnerships Program, a rail industry conference was organized to inform participants of emission-reduction opportunities, and two conferences sponsored to increase awareness and promote best-in-class carriers and shippers. Under the Marine Shore Power Program, the advice of the marine and port authorities was sought to design the first round of project selection, to be held in August, 2008. The Analytical and Policy Support Program held two stakeholder workshops on active transportation. Under the ecoEnergy for Personal Vehicles Program, five organizations have made formal commitments to engage in emission-reducing activities. Under the ecoEnergy for Fleets Program, three partnerships were signed with municipalities. These programs are ensuring that Canadians are fully engaged in the task of reducing transportation emissions. The completion of research studies is essential to inform government, industry and consumer choices on matters ranging from program design to the availability and cost-effectiveness of emission-reduction technologies. In 2007-2008, the National Harmonization for Trucking Initiative completed six studies to review the implications of a national speed limiter mandate for heavy trucks. The Analytical and Policy Support Program completed studies on the emission reduction potential and related costs of active transportation, shipping initiatives, transportation emissions trading, fuel efficiency technologies in the heavy-duty truck sector, transportation GHG emissions estimate by mode. The ecoEnergy for Personal Vehicles Program completed research studies on driver awareness of fuel efficiency choices, EnerGuide label compliance and AutoSmart driver training. The ecoEnergy for Fleets Program completed four research papers on how to reduce emissions from class 8 (heavy duty) trucking. The launching of these programs in 2007-2008 has laid the foundation for more tangible results, both in terms of outputs and outcomes, in 2008-2009. |
Intermediate Outcomes
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Indoor Air Quality | Lead Department: Health Canada |
Federal Partners: National Research Council of Canada | |
Total Approved | $23,000,000 |
Planned Spending for 2007-2008 | $5,500,000 |
Actual Spending for 2007-2008 | $4,606,147 |
Percent of 2007-2008 funds spent: | 83.75% |
Preliminary Expected GHG Reductions 2010-2011 | Less than 1Mt* |
*The Government of Canada has established a national target of an absolute 20% reduction in GHGs relative to 2006 levels by 2020. The above represents the preliminary expected GHG reductions for the Indoor Air Quality theme. The estimated emissions reductions are based on the targets outlined in the final Regulatory Framework as well as estimates for the individual program measures. Given that the industrial regulations are a large portion of the overall estimated reductions, actual emission levels will depend on compliance options chosen by regulated firms. Reduction estimates from individual program measures have been taken on a case-by-case basis and summed up by theme. Due to interactions and synergies within and between programs and regulations the total emissions impact for a given theme may be less than the sum of the individual program measures. |
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Description | |
Health Canada and National Research Council of Canada are responsible for implementation of the Indoor Air theme as an integral element of the government's broader Clean Air Agenda (CAA). This CAA theme consists of two elements; the Indoor Air R&D initiative (National Research Council Canada) and the Radon Program (Health Canada). Together these initiatives will contribute to theme results by supporting the research, development and dissemination of knowledge of indoor air quality risks and ways by which these risks can be managed. By generating and sharing knowledge about indoor air pollutants and how they can be managed, the Indoor Air theme elements will support informed decision-making by governments, industry and consumers on cost-effective means to reduce harmful exposures and, in so doing, reduce health risks. While the findings from these two research-based initiatives can provide useful input to potential regulatory initiatives under the Clean Air Agenda, their utility extends well beyond that, most notably by helping to identify and target non-regulatory measures that address indoor air concerns. | |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Immediate Outcomes Improved awareness by public, property managers, and governments of health risks and causes of reduced indoor air quality and strategies to improve it.
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National Research Council of Canada Equipment purchased and commissioned for field work and assessment of selected IAQ solutions. Shell and building services for new Indoor Air Research Laboratory completed. Field protocols for the field study in Quebec City - in collaboration with INSPQuebec - completed and approved by ethics board and reviewers. Three consultation meetings held with stakeholders towards the creation of the National Indoor Air Quality Committee. Review of technological solutions for IAQ completed. Communication strategy developed to form and engage advisory and technical committee for the development of improved IAQ solutions. Health Canada Completed ground-based analysis of soil gas radon concentrations at 262 sites (in New Brunswick, Nova Scotia, Prince Edward Island, and southern Ontario). Locations around Sarnia in southern Ontario showed higher than average soil gas radon concentrations, suggesting they are potentially radon-rich. Developed a fall/winter 2008 radon marketing/communications strategy focusing on homeowners, commercial building owners, the building industry and public health practitioners. Fourteen radon stakeholder workshops held across Canada as part of strategy to encourage stakeholder involvement in radon testing and remediation. Developed and distributed a radon fact sheet via stakeholders and industry partners. Developed a standard procedure for radon testing in large buildings, starting with federal buildings. Prepared information package on the objectives of the project, the process for testing, and the means by which data and results will be shared. Tested about 1000 buildings across Canada in 2007/08, representing 5% of the stock estimated to be in high-risk areas. |
Intermediate Outcomes Reduced health risks from poor indoor air quality. Development and effective application of regulations, guidelines and recommendations related to indoor air quality.
Adverse effects of poor indoor air on the health of Canadians are reduced. |
Adaptation | Lead Department: Environment Canada |
Federal Partners: Health Canada, Natural Resources Canada, Indian and Northern Affairs Canada, Public Health Agency of Canada | |
Total Approved | $115,900,000 |
Planned Spending for 2007-2008 | $7,339,000 |
Actual Spending for 2007-2008 | $5,718,905 |
Percent of 2007-2008 funds spent: | 77.93% |
Preliminary Expected GHG Reductions 2010-2011 | |
The Government of Canada has established a national target of an absolute 20% reduction in GHGs relative to 2006 levels by 2020. While this Theme will not likely achieve direct emission reduction, it does play an important complementary role through helping Canadians adapt to the effects of climate change, building partnerships for program delivery or knowledge transfer and placing Canada within the important international environmental community. | |
Description | |
The six Adaptation programs will begin to help all Canadians build their capacity to adapt, by developing knowledge, information, tools and/or collaborative arrangements that they need to take action to successfully reduce their risks. These initiatives differ from many of the programs within the Clean Air Agenda as they do not contribute to
reductions of greenhouse gases, but rather support the critical complementary activity of adaptation to climate change impacts. About half of the total funding will build capacity to respond to diverse risks across the country and remain relevant to many economic sectors and regions. The other half will be targeted to address three urgent risks: (i) the North , where impacts of a changing climate are already very visible, vulnerability of communities and infrastructure is high, and the federal government has unique constitutional and land claims obligations toward Aboriginal people and northerners; (ii) human health , which faces particular risks through changing climate conditions and extremes, and the spread of infectious diseases; and (iii) infrastructure , in which governments and firms will invest hundreds of billions of dollars over the next decade, which must be designed to endure climate conditions that will differ from those of the past. |
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Expected Results 2007-2011 | Results Achieved in 2007-2008 |
The Air Quality Health Index and Air Quality Forecasting Program of the Adaptation theme received TB approval in 2007/08, while other programs were not approved until early April 2008 - some results were reported in 2007/08 (see below) Immediate Outcome
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A number of Programs within the Theme, funded early in fiscal year 2008-2009, were not able to report on results. Some Departments, however, did undertake activities during this period, accounting for the level of spending reported:
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Results to be achieved by non-federal partners : For the PHAC element communities will identify infectious disease vulnerabilities and mitigation strategies that will provide models for replication for communities across the country. Involved universities will develop research and expertise on waterborne and vectorborne disease in relation to climate change effects. |
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Intermediate Outcomes
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International Actions | Lead Department: Environment Canada |
Federal Partners: Natural Resources Canada, Department of Foreign Affairs and International Trade, Industry Canada | |
Total Approved | $50,000,000 |
Planned Spending for 2007-2008 | $13,200,000 |
Actual Spending for 2007-2008 | $7,762,978 |
Percent of 2007-2008 funds spent: | 58.81% |
Preliminary Expected GHG Reductions 2010-2011 | |
The Government of Canada has established a national target of an absolute 20% reduction in GHGs relative to 2006 levels by 2020. While this Theme will not likely achieve direct emission reductions, it does act as an enabler for those themes which have committed to reduction targets. | |
Description | |
This theme aims to advance Canada's international action, improve Canadian air quality and reduce global greenhouse gas emissions. Funding in the amount of $50M is required to implement the following:
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Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Immediate Outcomes Canada satisfies its international treaty obligations related to the accounting of national greenhouse gas emissions and funding for multilateral bodies. Canadian leaders and senior officials are well-prepared to advance Canada's strategic interests related to climate change and air pollution in multilateral and bilateral fora. Canada 's domestic and international climate change and air pollution policies & negotiating positions are aligned and reflective of its national circumstances. Canada 's profile as a provider of climate-friendly technologies is enhanced. |
International financial and other obligations Canada established its national registry. Canada 's international funding obligations under the United Nations Framework Convention on Climate Change (UNFCCC) for 2007-2008 were met. Canada also made voluntary contributions to the UNFCCC. Canada also provided support to non-UN agencies with the goal of enhancing understanding and assessing options for the development of a future climate change agreement. Canada participated in technology-related partnerships outside of the UN, including the Renewable Energy and Energy Efficiency Partnership in order to promote and support the development of clean technologies needed to reduce GHG emissions and address climate change. International Participation and Negotiations All relevant departments worked closely to develop policy options and develop and present positions on a range of climate change issues. Policy documents and advice to Ministers, Deputy Ministers and other senior officials in support of policy development and decision-making were provided by all relevant departments. In this context, relevancy of and consistency with domestic initiatives to address climate change (e.g., ecoENERGY, Turning the Corner) were referenced in briefing materials prepared for international climate change meetings. Canada actively participated in the UN and non-UN negotiations and discussions leading to the establishment of a post-2012 climate change agreement. These discussions occurred at the G8, the Major Economies Meeting process, APEC, the Commonwealth, other UN events. Canada 's network of Embassies and other Missions abroad was also used to advocate Canadian positions on climate change issues, and gather insight into positions of other Parties. Canada also participated in the Expert Group on Technology Transfer, established under the UNFCCC to analyze and identify ways to facilitate and advance technology development and transfer activities. Canada participated in the Least Developed Countries Expert Group (LEG), established under the UNFCCC to advise least developed countries on the preparation of national adaptation programs of action (NAPAs). Canada 's international participation contributed to ensuring that the future agreement on climate change will be consistent with our domestic approach on climate change and will promote Canadian environmental and economic interests. Asia-Pacific Partnership Canada obtained membership to the Asia-Pacific Partnership in October 2007. A governance structure to operationalize Canada's participation in the APP has been operationalized. Canada is participating in the work of all but one of the APP Task Forces, and is facilitating the involvement of the Canadian private sector in the work of the APP. In this context, consultations with key domestic industrial sectors were held. Relevant departments provided advice and input to the APP Secretariat and inter-departmental working group in developing Canada's governance structure and operational guidelines. Input and advice on potential project selection criteria were also provided. Particulate Matter Annex Negotiations of a PM Annex were launched and two inter-sessional working groups to prepare the second round of negotiations were established. |
Intermediate Outcomes
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Partnerships | Lead Department: Environment Canada |
Total Approved | $12,000,000 |
Planned Spending for 2007-2008 | $3,000,000 |
Actual Spending for 2007-2008 | $1,000,600 |
Percent of 2007-2008 funds spent: | 33.53% |
Preliminary Expected GHG Reductions 2010-2011 | |
The Government of Canada has established a national target of an absolute 20% reduction in GHGs relative to 2006 levels by 2020. While this Theme will not likely achieve direct emission reductions, it does act as an enabler for those themes which have committed to reduction targets. | |
Description | |
This program was established by the federal government in support of Turning the Corner: A Plan to Reduce Greenhouse Gases and Air Pollution . The main objective is to improve capacity of communities and individuals to take action on clear air and climate change by
stimulate the trial of new actions and purchases, which may have lasting benefits and result in significant reductions over the longer-term, which will lead Canadians to take positive environmental actions at home, school and workplace. Its goal is to ensure that all funded projects have measurable results and can be replicated by other groups or organizations. Projects funded through CACP are designed to engage Canadians to take positive environmental action in the following areas: Home and outdoor energy efficiency - Encourage energy and water efficiency, waste reduction and the replacement or purchase of more energy-efficient products or technologies, including energy-efficient home appliances, lighting, lawn mowers and the purchase of energy from renewable sources; School-based sustainability - Improve the energy efficiency of school operations and facility management by engaging custodians, principals, teachers, students and parents. The program includes an educational component to engage teachers and students in learning about energy efficiency, water efficiency and waste reduction; and Greening the workplace - Inspire employees to adopt environmentally friendly behaviours at work and to encourage business owners and managers to implement measures to reduce energy consumption and associated emissions in their daily operations. |
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Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Immediate Outcomes
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Completed the design and start-up of the Clean Air Community Partnerships program. Consulted with stakeholders, prepared documentation and staffing. The main result areas achieved were in terms of implementation:
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Intermediate Outcomes
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Management and Accountability | Lead Department: Environment Canada |
Total Approved | $5,000,000 |
Planned Spending for 2007-2008 | $1,250,000 |
Actual Spending for 2007-2008 | $1,185,894 |
Percent of 2007-2008 funds spent: | 94.87% |
Preliminary Expected GHG Reductions 2010-2011 | |
The Government of Canada has established a national target of an absolute 20% reduction in GHGs relative to 2006 levels by 2020. The Management and Accountability Theme coordinates and supports the implementation of the Clean Air Agenda Framework, acting as an enabler for those themes which have committed to reduction targets. | |
Description | |
The Management and Accountability Theme sets the path for the Clean Air Agenda, Horizontal Management, Accountability and Reporting Framework (CAA-HMARF) which facilitates management and reporting of financial and non-financial performance information at the program level within 8 themes on a consolidated basis (at the theme and agenda levels) across participating departments and agencies. This them ensures that ongoing monitoring and assessment of progress in achieving objectives and expected outcomes against finanical investments is made; and facilitates the setting of priorities and reallocating of resources, as appropriate ensuring engagement of the governance structure within the CAA-HMARF. | |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Immediate Outcomes
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Final CAA-Horizontal Management Accountability and Reporting Framework completed and submitted to Treasury Board for approval. Key governance documents completed and approved:
Key management/reporting documents completed and approved:
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Intermediate Outcomes
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Program Information by Theme
Clean Air Regulatory Agenda (CARA) | Environment Canada | ||||||||
CARA Program 1 : Industrial Sector Regulatory Actions | Program Activity: 3.3 - Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced | ||||||||
Start Date: April 1, 2007 | End Date: March 31, 2011 | ||||||||
Total Funding Allocated | $60,500,000 | ||||||||
Planned Spending for 2007-2008 | $11,950,000 | ||||||||
Actual Spending for 2007-2008 |
$5,404,154
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Expected Results 2007-2011 | Results Achieved in 2007-2008 | ||||||||
Regulatory Framework Development of a regulatory framework for emissions of air pollutants and GHG emissions from all key industrial sectors and in partnership with all responsible jurisdictions, through an integrated, multi-pollutant approach. Legal Analysis Regulations are consistent with the authorities in the enabling legislation Flexible Compliance Mechanisms Providing firms with a variety of options to comply with the regulations there by reducing the economic impact of the regulations. Air Emissions Targets Development of targets that are consistent with leading environmental standards and are at least as rigorous as those in the US; Reporting System A rigorous system to ensure that the targets are met, while minimizing the burden on reporting industries and avoiding duplication, where possible, and allowing for transparency of information. |
Regulatory Framework Released in April 2007, Turning the Corner: An Action Plan to Reduce Greenhouse Gases and Air Pollution and a Regulatory Framework for Air Emissions which establishes mandatory emission reduction targets for industrial and other emission and pollution sources. Publication on March 10, 2008 of 1. Turning the Corner: Regulatory Framework for Industrial Greenhouse Gas Emissions, which sets out the final regulatory framework for industrial greenhouse gas emissions. Translation of the regulatory framework for industrial greenhouse gas emissions into draft regulations is underway with the intent to publish the proposed regulations by December 2008 for public comment Legal Analysis Legal review to ensure regulatory framework is consistent with the authorities under the Canadian Environmental Protection Act, 1999 . Flexible Compliance Mechanisms: Publication on March 10, 2008 of: 2. Turning the Corner: Canada's Credit for Early Action Program , which set out the eligibility requirements and process for allocating early action credits. 3. Turning the Corner: Canada's Offset System for Greenhouse Gases which provided an overview of the design of Canada's offset system. Air Emissions Targets Officials consulted with industry, provinces/territories, and key stakeholders to validate the target levels and conducted further internal analysis to improve the methodology used to derive the air pollutant caps. Cabinet decided in May 2008 to take more time to finalize the air pollutant framework. Reporting System A Notice was published December 8, 2007 requiring industry to report their 2006 emissions of greenhouse gases and air pollutants and other data for the purposes of informing the development of the proposed regulation. Infrastructure for the emissions reporting database and domestic credit tracking systems are under development. |
Clean Air Regulatory Agenda (CARA) | Environment Canada | ||||||||
CARA Program 2a: Transportation Sector Regulatory Actions | Program Activity: 3.3 - Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced | ||||||||
Start Date: April 1, 2007 | End Date: March 31, 2011 | ||||||||
Total Funding Allocated | $24,200,000 | ||||||||
Planned Spending for 2007-2008 | $4,350,000 | ||||||||
Actual Spending for 2007-2008 |
$1,105,004
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Expected Results 2007-2011 | Results Achieved in 2007-2008 | ||||||||
Proposed Air Emission Reductions (On and Off Road) Reduced emissions of air pollutants (NOx, VOC and particulate matter) from vehicles and engines. Emission reductions achieved vary by individual regulations and depend on many factors such as the emission rates of existing products, the stringency of the regulated levels and the attrition rate of particular types of vehicles and engines. |
Developed a joint Canada-US workplan to enhance regulatory cooperation with the US EPA under the Canada-US Air Quality Agreement to reduce the cross-border flow of pollution. Negotiated a Memorandum of Understanding (MOU) with the Railway Association of Canada (RAC), that is consistent with U.S. EPA air pollution standards and that ensures that the rail industry continues to improve its greenhouse gas emission performance during the period 2006-2010. |
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Marine spark-ignition engine and off-road Recreational Vehicles Total emissions from the in-use fleet of outboard engines, personal watercraft, snowmobiles, off-road motorcycles and all-terrain vehicles will be progressively reduced as cleaner new products replace older, higher emitting vehicles and engines. It is estimated that cleaner marine engines and off-road recreational vehicles will result in a 46% reduction of combined HC+NOx emissions in 2020, compared to having no regulations. Similarly, CO emissions are expected to be reduced by 30%. |
Progress has been made on the development of final regulations for the Marine Spark-Ignition Engine and Off-Road Recreational Vehicle Emission Regulations . Consultations with stakeholders pursuant to Part 1 of the Canada Gazette are completed and final publication in Part 2 of the Canada Gazette in scheduled for Fall 08 | ||||||||
Off-Road Diesel Engines Amendments to the Off-Road Compression-Ignition Engine Emission Regulations to ensure alignment with more stringent US EPA "Tier 4" emission standards to be phased-in beginning with the 2008 model year will reduce allowable emission levels from individual engines by between 50-95 percent for PM and between 37-85 percent for HC and NOx, depending on the engine power category. By 2020, it is estimated that the introduction of cleaner Tier 4 off-road diesel engines used in off-road applications such as construction, agriculture, mining and forestry equipment will reduce smog forming emissions from the in-use fleet of off-road diesel engines by 54 percent for PM, 39% for NOx, 21% for VOCs and 54% for CO. |
The off-road testing and emissions verification capabilities to the regulations have been initiated. Off-road diesel engines have been purchased for this purpose. Draft amendments of the Off-Road Compression-Ignition Engine Emission Regulations are completed and initiation of consultations with stakeholders as started. Pre-publication (Gazette 1) is scheduled for Fall 2008. |
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Large Off-Road Spark-Ignition Engines New smog-forming emission standards will be introduced for large spark-ignition engines such as those found in forklifts and ice resurfacers. Preliminary estimates suggest that, by the year 2020, the introduction of cleaner large spark-ignition engines will reduce air pollutant emissions from the in-use fleet of these engines by 17% for NOx, 22% for VOCs and 36% for CO. |
Draft text for amendment to the Off-Road Small Spark-Ignition Engine Emission Regulations to include large off-road engines is completed. Pre-publication (Gazette 1) is scheduled for Mid 2009. | ||||||||
On-Board Diagnostics Systems for On-Road Heavy-Duty Engines New regulated requirements for on-board diagnostics (OBD) systems on on-road heavy-duty engines of the 2010 and later model years to align with emerging US requirements. OBD systems monitor emission-related components and detect deterioration or malfunctions and communicate them to the driver and the repair technician, ensuring that the expected air quality benefits from improved emission control technologies will be fully realized throughout the life of new vehicles. The new requirements will ensure that the emission reductions anticipated from 2010 and later heavy-duty engines will be achieved under in-use conditions. |
Draft amendments to the On-Road Vehicle and Engine Emission Regulations for the introduction of on-board diagnostic systems for on-road heavy-duty engines are completed and initiation of consultations with stakeholders has started. Pre-publication (Gazette 1) is scheduled for Fall 2008. | ||||||||
Proposed Air Emission Reductions (Ships) Initial work will determine the potential for emission reductions, to be followed by efforts to establish international standards. The expected outcome is reduced emissions of air pollutants (SO2, NOx and particulate matter) from marine ships. As regulatory development is on-going, the extent of the reductions that will be achieved have not yet been quantified; however, significant reductions in SO2, NOx and PM emissions are expected to result through the introduction of more stringent international emission standards for engines and marine fuels. |
New more stringent international standards have been drafted and are expected to be approved in October 2008 |
Clean Air Regulatory Agenda (CARA) | Transport Canada | ||||||||
CARA Program 2b: Transportation Sector Regulatory Actions | Program Activity: 3.1 - Policies and programs in support of sustainable development | ||||||||
Start Date: April 1, 2007 | End Date: March 31, 2011 | ||||||||
Total Funding Allocated | $22,500,000 | ||||||||
Planned Spending for 2007-2008 | $6,000,000 | ||||||||
Actual Spending for 2007-2008 |
$1,523,491
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Expected Results 2007-2011 | Results Achieved in 2007-2008 | ||||||||
Proposed Air Emission Reductions ( Rail) The expected outcome is reduced emissions of both air pollutants (NOx) and GHG from railway locomotives. Specific targets will be developed through the regulatory process. |
Transport Canada intends to develop and implement new regulations coming into effect in 2011 under the Railway Safety Act, 2001 to reduce air emissions from the rail industry in Canada. In March 2008, the U.S. Environmental Protection Agency (EPA) announced its latest air pollutant emissions standards for rail and marine. These will be taken into
consideration in developing Canada's regulatory framework for these sectors. The Memorandum of Understanding to reduce CAC and GHG emissions from railway locomotives operated by Canadian railway companies in Canada was signed by Transport Canada, Environment Canada and the Railway Association of Canada (RAC) in April of 2007. Transport Canada supported publication of the first annual Report on Locomotive Emissions Monitoring, completed by RAC on December 2007. Furthermore, Transport Canada began organization of the 2008 Rail Conference, which was held in May 2008. This two-day event was unanimously recognized by the industry, government officials, academia and non-governmental environmental groups as a forum to share and discuss latest technologies, best operational practices and policies to reduce emissions from railways operations. |
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Proposed Air Emission Reductions (Ships) Initial work will determine the potential for emission reductions, to be followed by efforts to establish international standards. The expected outcome is reduced emissions of air pollutants (SO2, NOx and particulate matter) from marine ships. As regulatory development is on-going, the extent of the reductions that will be achieved have not yet been quantified; however, significant reductions in SO2, NOx and PM emissions are expected to result through the introduction of more stringent international emission standards for engines and marine fuels. |
In the marine sector, the Government is adopting current international standards established by the International Maritime Organization (IMO) for controlling emissions of air pollutants from ships. In May 2007, Transport Canada made regulations under the former Canada Shipping Act to incorporate provisions of the Annex VI Regulations for the
Prevention of Air Pollution of the IMO's International Convention for the prevention of air pollution from ships (MARPOL). In 2007-2008, Transport Canada commenced redrafting of the regulations to fit under the new Canada Shipping Act 2001 , which came into force in July 2007. Canada is also working with the IMO on a framework to reduce GHGs from
global shipping activity. In 2007-2008, Transport Canada continued work with Environment Canada and the U.S. Environmental Protection Agency on a sulphur emissions control area (SECA) feasibility study examining whether North American waters should be designated as such areas. |
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Proposed Air Emission Reductions (Motor Vehicle) A measurable reduction in the fuel consumption, in litres/100 km, of the new light duty vehicle fleet in Canada, beginning in 2011. Specific reduction targets will be established by 2008. The program will reduce GHG emissions as more fuel efficient vehicles are introduced into the Canadian fleet each year. Regulations aimed at improving vehicle fuel consumption have the potential to reduce air pollution at the tailpipe as well. |
The government has committed to regulating fuel-efficiency for new passenger cars and light trucks that will be sold in Canada beginning with model year 2011 vehicles . The government announced in October 2006, under a Notice of Intent to Regulate, that it would regulate fuel efficiency under the Motor Vehicle Fuel Consumption Standards Act . The Government of Canada signed a Memorandum of Cooperation with the United States on April 26, 2007 to share information on fuel efficiency. In November 2007, the Governor in Council proclaimed the Motor Vehicle Fuel Consumption Standards Act. An issue brief was published in January 2008. Informal consultations were conducted throughout 2007 and formal consultations were conducted between January 17, 2008 and March 15, 2008 |
Clean Air Regulatory Agenda (CARA) | Natural Resources Canada | ||||||||
CARA Program 2c: Transportation Sector Regulatory Actions | Program Activity: 1.3 - Energy | ||||||||
Start Date: April 1, 2007 | End Date: March 31, 2011 | ||||||||
Total Funding Allocated | $3,200,000 | ||||||||
Planned Spending for 2007-2008 | $1,300,000 | ||||||||
Actual Spending for 2007-2008 |
$447,336
Lapsed funding in Transportation Sector Regulatory Actions amounted to $852,664, of which $528,783 was cash managed internally. As a result, the $528,783 will be made available to Transportation Sector Regulatory Actions in 2008-09 |
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Expected Results 2007-2011 | Results Achieved in 2007-2008 | ||||||||
A measurable reduction in the fuel consumption, in litres/100 km, of the new light duty vehicle fleet in Canada, beginning in 2011. Specific reduction targets will be established by 2008. The program will reduce GHG emissions as more fuel efficient vehicles are introduced into the Canadian fleet each year. Regulations aimed at improving vehicle fuel consumption have the potential to reduce air pollution at the tailpipe as well. |
Timely delivery of analysis and support to regulatory development process to establish fuel consumption reduction targets by 2008, including:
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Clean Air Regulatory Agenda (CARA) | Environment Canada | ||||||||
CARA Program 3a: Consumer and Commercial Products Regulatory Actions | Program Activity: 3.3 - Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced | ||||||||
Start Date: April 1, 2007 | End Date: March 31, 2011 | ||||||||
Total Funding Allocated | $12,000,000 | ||||||||
Planned Spending for 2007-2008 | $2,502,000 | ||||||||
Actual Spending for 2007-2008 |
$1,053,888
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Expected Results 2007-2011 | Results Achieved in 2007-2008 | ||||||||
The expected outcome is reduced emissions of air pollutants from consumer and commercial products. Specific targets are being developed as part of the regulatory process. Pollutants of particular concern include VOCs as well as emissions from residential wood combustion. | Development of the proposed Volatile Organic Compound (VOC) Concentration Limits for Certain Products Regulations, to be made pursuant to subsection 93(1) of the Canadian Environmental Protection Act, 1999 (CEPA 1999), to protect the environment and health of Canadians by setting concentration limits for VOCs in 98 categories of certain products. Three VOC regulations relating to regulating the concentration limits for 1) automotive refinishing products, 2) architectural coating, and 3) miscellaneous products, were proposed and their development initiated. Initiated verification testing of the Canadian Standards Association (CSA) B415.1-00 standard for indoor wood furnaces and boilers and development of a new edition of the CSA B415.1 (planned for completion in 2010) Ongoing participation in American Society for Testing and Materials (ASTM) Standard development |
Clean Air Regulatory Agenda (CARA) | Natural Resources Canada | ||||||||
CARA Program 3b: Consumer and Commercial Products Regulatory Actions | Program Activity: 1.3 - Energy | ||||||||
Start Date: April 1, 2007 | End Date: March 31, 2011 | ||||||||
Total Funding Allocated | $32,000,000 | ||||||||
Planned Spending for 2007-2008 | $7,000,000 | ||||||||
Actual Spending for 2007-2008 |
$6,763,321
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Expected Results 2007-2011 | Results Achieved in 2007-2008 | ||||||||
Energy Efficiency Labelling Program Estimated annual, aggregate impacts in 2010-2011 are: energy savings of between 13.37 and 14.85 petajoules/yr, which presently convert to annual emission reductions of between 1.4 to 1.6 megatonnes / yr for GHGs and, for air pollutants, the most significant are: 725-1002 tonnes of NOx, 837-3446 tonnes of SO2, 204-1155 tonnes of PM10. |
Amendment 10 to the Energy Efficiency Regulations was pre-published March 29, 2008. This proposed amendment will account for approximately one-third of the CARA Energy Efficiency Regulations' contribution -7.29 petajoules and 0.5 Mt GHG reduction from business as usual in 2010, rising to 9.7 Mt in 2020. No estimates for the reduction of other emissions are provided for the proposed amendment due to uncertainties in calculation for the limited number of products. The 2020 results will be significantly higher than the 2.58 Mt originally estimated due to the inclusion of the performance standard for light bulbs which is expected to start to generate savings in 2012. |
Clean Air Regulatory Agenda (CARA) | Health Canada | ||||||||
CARA Program 4 : Indoor Air Quality Management Actions | Program Activity: 3.1 - Healthy Environments and Consumer safety | ||||||||
Start Date: April 1, 2007 | End Date: March 31, 2011 | ||||||||
Total Funding Allocated | $17,500,000 | ||||||||
Planned Spending for 2007-2008 | $3,522,000 | ||||||||
Actual Spending for 2007-2008 |
$3,430,486
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Expected Results 2007-2011 | Results Achieved in 2007-2008 | ||||||||
Indoor Air Health Canada supports and improves risk management actions to address indoor air quality risks to health, including radon, through the development of indoor air guidelines, awareness and prevention programs, and source product regulations to reduce exposure to indoor contaminants. To implement regulations, guidelines and other measures to reduce indoor air pollution, yielding health benefits for Canadians. Over four years, to address the most important indoor contaminants in the Canadian residential indoor environment by reviewing and consulting on 20 contaminants or groups of contaminants, with follow up information gathering on up to 10 priorities, and developing guidelines and, as required, source product regulations to reduce exposure to these contaminants. To disseminate relevant health information and advice to Canadians in support of implementation of indoor air quality regulations or other pollution reduction measures. |
In 2007-2008, Health Canada collaborated with provinces and territories to nominate substances to a priority list of indoor air contaminants which will serve as a basis for guideline/regulation development. Consultations with stakeholders and industry on the draft list have been completed, with finalization of the list of pollutants to occur in
08-09. Health Canada completed risk assessments and indoor air quality guideline development for ozone and carbon monoxide. The Department continued to investigate the health impacts of exposure to particulate matter and nitrogen dioxide , which will inform work on the development of indoor air quality guidelines for these substances. Health Canada also completed an indoor air quality exposure study in Regina to understand sources and concentrations of air toxics in homes. With respect to information sharing, the Department continued to engage the federal/provincial/territorial working-group on issues related to indoor air quality. The Health Canada Indoor Air Quality website was updated to reflect new information, and continued to be an important vehicle for the dissemination of health advice to the public. Public Opinion Research was also conducted with public health officials who use Health Canada's guidelines to determine their preferences regarding these tools, in order to improve the Department's ability to effectively disseminate health information regarding indoor air quality. |
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Proposed Radon Exposure Reductions Radon occurs naturally. The goal is to reduce exposure by reducing infiltration and accumulation into buildings. Activities carried out under this initiative are complementary to those being carried out under the separate Indoor Air Program in order to implement a full radon exposure reduction strategy for residential buildings. Over four years, to establish a radon exposure guideline and to develop knowledge on susceptible populations and testing protocols. This will be accomplished through: upgrade of facilities to establish a national laboratory to evaluate testing equipment; the development of standards for testing; and research on the health impacts of radon on particular sub-sections of the population. To disseminate relevant health information and advice to Canadians in support of implementation and a national radon strategy centred on new health-based radon exposure guidelines. In future years, to introduce new testing techniques including certification programs for testers, and to identify problem areas across the country through a national database. |
A new Canadian Radon Guideline with a reduced action level of 200 Bq/m 3 over the previous value of 800 Bq/m 3 was adopted. Consultations on the need for a target of 100 Bq/m 3 for new home construction were also held with stakeholders and the public. In FY 2007-2008, a National Radon Laboratory was established at the Radiation Protection Bureau in Ottawa. The Laboratory was equipped with a full array of radon detectors and detection systems, as well as a radon calibration chamber to perform in-house calibration of radon detection equipment. The Laboratory completed the development of two standard radon measurement procedures for residential homes and large buildings (including schools and hospitals). Health Canada worked towards establishing a certification program for service providers of radon testing, and met with two United States-based organizations to explore options for expansion of a Canadian component into their existing certification programs. The Department also negotiated with the Standards Council of Canada to audit the organizations and accredit them as certification bodies for radon testing service providers in Canada. This certification program will help ensure that the providers of radon testing services in Canada are properly qualified to perform this work. The Department completed a research project to measure soil gas radon concentrations in southern Ontario in order to determine the potential for high indoor radon levels in homes in this heavily-populated area of Canada. Health Canada completed the development of a database for radon measurement data. All data from national radon testing projects as well as data shared with Health Canada by partner provinces will be included in this database and form the basis for mapping areas of high radon potential in Canada. |
Clean Air Regulatory Agenda (CARA) | Environment Canada | ||||||||
CARA Program 5a: Science in Support of Regulatory Activities and Accountability | Program Activity: 3.3 - Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced | ||||||||
Start Date: April 1, 2007 | End Date: March 31, 2011 | ||||||||
Total Funding Allocated | $40,100,000 | ||||||||
Planned Spending for 2007-2008 | $3,584,000 | ||||||||
Actual Spending for 2007-2008 |
$3,755,159
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Expected Results 2007-2011 | Results Achieved in 2007-2008 | ||||||||
Science in Support of Regulatory Activities and Accountability To identify and address critical environmental and health-related knowledge gaps in order to provide adequate information to carry out responsibilities under the Clean Air Regulatory Agenda. To apply research findings to the development of proposed regulations and other air pollution reduction measures associated with the Notice of Intent issued in conjunction with the Clean Air Regulatory Agenda. Monitoring To provide measurements, data, and models that describe the impact of air pollution sources to inform scientific assessments and the development and implementation of regulations. To measure and report on air quality progress, improvements in ambient air quality, and health and environmental benefits and economic valuation achieved, resulting from actions taken under the Clean Air Regulatory Agenda, and to inform the choice and development of future regulations and other pollution reduction measures. Modelling To develop, modify, and apply air quality modelling techniques to input into the development and implementation of the Clean Air Regulatory Agenda. Assessments To provide science-based information and advice to accurately inform Canadians and decision-makers: to determine if emission reductions result in improved ambient air quality, and ecosystem and human health benefits; to assist in determining whether additional measures may be required; and to provide scientific assessments and advice to develop air quality objectives. |
Implemented field study in SW Ontario and prepared a database on emissions from a large urban area and from specific industrial sectors in the region to lead to improved knowledge of exposure to particulate matter, ozone and their precursors. Sampling in northern Saskatchewan to estimate the chemical and biological sensitivity of lakes potentially affected by oil sands development. Investigation into the sources and effects of mercury (e.g. on birds) initiated. National Air Pollution Surveillance network was operated in cooperation with all provinces and territories (296 sites). Speciation of Particulate Matter was determined at 16 sites. Annual Data Summary report for 2005 and 2006 was published. Contribution to an improved understanding and characterization of the changing atmospheric composition due to emissions from energy production/consumption, industrial activities, transportation and natural sources, in the context of transboundary contributions. A further understanding of the atmospheric dry deposition process, particularly for the nitrogen species, via the publication of 3 peer-reviewed scientific papers and an improvement of methodology for the continuous measurement of smog precursors. Chemical and biological data were collected to enhance assessments of the acidification and recovery of sensitive lakes in eastern Canada. Improvements were made to the parameterizations of the chemical reactions of the organic components, to the treatment of dust transport and the cloud processing of aerosols. The model was evaluated with field data and, with some of the improvements included, was used to provide the science support for the development of regulations under CARA. Over 60 different applications of air quality model provided guidance in support of the development of the Regulatory Framework for Air Pollutant Document. Adapted AQ model to meet shorter turnaround schedules. Improved capacity to link AQ model with human health and ecosystem effects models. Contributed to the 2008 Smog Science Assessment through the provision of air quality data, analyses, products and scientific input. |
Clean Air Regulatory Agenda (CARA) | Health Canada | ||||||||
CARA Program 5b: Science in Support of Regulatory Activities and Accountability | Program Activity: 3.1 - Healthy Environments and Consumer safety | ||||||||
Start Date: April 1, 2007 | End Date: March 31, 2011 | ||||||||
Total Funding Allocated | $71,300,000 | ||||||||
Planned Spending for 2007-2008 | $8,478,000 | ||||||||
Actual Spending for 2007-2008 |
$7,692,600
|
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Expected Results 2007-2011 | Results Achieved in 2007-2008 | ||||||||
Health Canada supports and improves risk management actions to address outdoor air quality risks to health, and works to identify and address critical environmental and health-related knowledge gaps in order to provide information to carry out responsibilities under CARA. To provide measurements, data, and models that describe the impact of air pollution sources to inform scientific assessments and to input into the development and implementation of the CARA. To measure and report on air quality progress, improvements in ambient air quality, and health and environmental benefits and economic valuation achieved, resulting from actions taken under the CARA, and to inform the choice and development of future regulations and other pollution reduction measures. To provide science-based information and advice to accurately inform Canadians and decision-makers: to determine if emission reductions result in improved ambient air quality, and ecosystem and human health benefits; to assist in determining whether additional measures may be required; and to provide scientific assessments and advice to develop air quality objectives. |
Health Canada continued research on the development of the Air Health Indicator, and explored additional data requirements for several pollutants to ensure the Indicator is robust and reveals real trends in the relation between pollutants and health endpoints. Currently the indicator focuses on using mortality data but the use of additional endpoints such
as hospital admissions and emergency room visits is also being examined. Health Canada continued to refine the Air Quality Benefits Assessment Tool (AQBAT), which is designed to estimate the human health benefits or impacts associated with changes in Canada's ambient air quality. Using AQBAT, Health Canada performed the initial health economic analysis and provided estimates of the benefits (physical and monetary) of proposed CARA regulations for air pollutants to inform the Regulatory Framework for Air Emissions. Health Canada continued work on the draft particulate matter and ozone assessments (precursors to smog), which will serve as a basis for setting National Air Quality Objectives in support of CARA. Information derived from the human health risk/benefit assessment associated with the use of leaded gasoline in competition vehicles was published in the Canada Gazette I on December 22, 2007. The Department also finalized a risk assessment for inhalable manganese. |
Clean Air Regulatory Agenda (CARA) | Environment Canada | ||||||||
CARA Program 6 : Emissions Reporting | Program Activity: 3.3 - Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced | ||||||||
Start Date: April 1, 2007 | End Date: March 31, 2011 | ||||||||
Total Funding Allocated | $39,000,000 | ||||||||
Planned Spending for 2007-2008 | $8,825,000 | ||||||||
Actual Spending for 2007-2008 |
$7,227,465
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Expected Results 2007-2011 | Results Achieved in 2007-2008 | ||||||||
The emissions reporting program will ensure:
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Canada continued to meet its national system international reporting obligations under the United Nations Framework Convention on Climate Change and Kyoto Protocol by producing a UN compliant national inventory of GHGs. thus gaining eligibility to participate in the Kyoto mechanisms.. Canada also met its international obligations on reporting of air pollutants to the UNECE. In addition to the publication and collection of GHG and air pollutant emissions from CEPA section 46 Notices for both the GHG Reporting program and the air pollutant components of the NPRI, an additional S71 Notice was published December 8, 2007 requiring facilities that would be covered by the proposed regulations to report their 2006 emissions of greenhouse gases and air pollutants and other data. A multi-year project was initiated in 2007-2008 to work towards a single, harmonized system for mandatory reporting of all air pollutant and GHG emissions to Environment Canada programs as well as to other jurisdictions, and an interim reporting system to support the S71 Notice was successfully implemented. |
Clean Air Regulatory Agenda (CARA) | Environment Canada | ||||||||
CARA Program 7 : Emissions Trading | Program Activity: 3.3 - Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced | ||||||||
Start Date: April 1, 2007 | End Date: March 31, 2011 | ||||||||
Total Funding Allocated | $10,000,000 | ||||||||
Planned Spending for 2007-2008 | $2,533,000 | ||||||||
Actual Spending for 2007-2008 |
$1,599,257
|
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Expected Results 2007-2011 | Results Achieved in 2007-2008 | ||||||||
To establish a greenhouse gas and air pollutant (NOx and SO2) domestic emissions trading systems as well as a domestic greenhouse gas offset system and consideration will be given to establishing a parallel offset system for air pollutants. To provide a foundation should Canada decide to begin negotiations with the U.S. to join their NOx and SOx trading systems. To encourage emissions reduction technology development and deployment through market driven financial incentives provided by emissions trading systems. |
Consultations with provinces/territories, industry, environmental groups, First Nations and other interested stakeholders on the design of the emission trading system for greenhouse gases, including the Offset System for Greenhouse Gases, the Credit for Early Action Program, and bankability/tradability of the credits. Policy recommendations accepted by Cabinet on the design of the emission trading system for greenhouse gases, including Canada's Offset System for Greenhouse Gases, Canada's Credit for Early Action Program, and the types of credits to be accepted for domestic compliance from the UN's Clean Development Mechanism. Advice to Legal Services on drafting the emission trading component of the proposed Greenhouse Gas Regulations. Preliminary design of the Domestic Credit Tracking System was started (to be completed in 2008-09). Publication of Canada 's Credit for Early Action Program and Canada 's Offset System for Greenhouse Gases on March 10, 2008. Canada-US modelling of emission trading of air pollutants in the electricity sector using the Integrated Planning Model was completed. |
Clean Air Regulatory Agenda (CARA) | Environment Canada | ||||||||
CARA Program 8 : Enforcement Advice and Reporting on Progress | Program Activity: 3.3 - Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced | ||||||||
Start Date: April 1, 2007 | End Date: March 31, 2011 | ||||||||
Total Funding Allocated | $7,000,000 | ||||||||
Planned Spending for 2007-2008 | $1,756,000 | ||||||||
Actual Spending for 2007-2008 |
$590,220
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Expected Results 2007-2011 | Results Achieved in 2007-2008 | ||||||||
To produce an annual "State of the Air Report", that will inform Canadians on the current status, trends, and factors influencing the quality of air in Canada. To establish a benchmark against which to monitor national progress and policy effectiveness. To ensure the "enforceability" of proposed regulations in the drafting stages, as well as preparing for enforcement of the eventual regulations through activities such as the training of enforcement officers. |
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Clean Air Regulatory Agenda (CARA) | Environment Canada | ||||||||
CARA Program 9 : Policy Development, Analysis and Coordination | Program Activity: 4.1 - Integrated policy advice, communication and information strategies enable effective decision making | ||||||||
Start Date: April 1, 2007 | End Date: March 31, 2011 | ||||||||
Total Funding Allocated | $8,000,000 | ||||||||
Planned Spending for 2007-2008 | $2,000,000 | ||||||||
Actual Spending for 2007-2008 |
$1,578,272
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Expected Results 2007-2011 | Results Achieved in 2007-2008 | ||||||||
To maintain policy capacity to support decision making within the federal government, by providing sound policy analysis and advice on further elaboration of the clean air/climate change component of the environmental agenda. |
Economic modeling analysis of key elements of the Industrial Regulatory Framework. The analysis examined impacts of the industrial regulatory on key parameters such as emission reductions, energy prices and economic growth by sector. Publication on March 10, 2008 of key reports:
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Clean Energy | Natural Resources Canada |
Clean Energy Program 1: ecoENERGY for Buildings and Houses | Program Activity: 1.3 Energy |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $61,000,000 |
Planned Spending for 2007-2008 | $13,800,000 Planned Spending post approvals in 2008-09 ARLU and 2007-2008 Supplementary Estimates (Transfer of $649,515 to National Research Council). |
Actual Spending for 2007-2008 | $10,468,518 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Increased energy efficiency of buildings; 25% efficiency improvement of housing. Development and Implementation of a labelling system for new and existing buildings. Labelling of 160,000 existing and 30,000 new houses and 400 buildings. Energy savings of 17.1 to 19.0 Petajoules. Annual emission reductions of between 1.3 and 1.4 Mt /yr. of greenhouse gases , 0.8 and 1.1 kilotonnes/yr. of SO2, 3.0 to 4.1 kilotonnes/yr. of CO, and other Criteria Air Contaminants. NRC: The final outcome of the project (March 2011) will be the development of the Model National Energy Code of Canada for Buildings. |
Completed industry consultation on the pilot labelling system. Developed pilot label for buildings, with labelling to occur in 2008-09. Six provinces have announced changes to building codes to achieve an energy efficiency rating of 80 on NRCan's EnerGuide Rating System. NRCan issued 102,834 labels for existing houses and 6,661 for new houses. NRCan transferred funds to NRC to hire two technical advisors for the update process for the Model National Energy Code for Buildings and to establish and fund 5 working level committees and a management committee, the Standing Committee on Energy Efficiency in Buildings. The Standing Committee was established and held its first meeting and the working level groups were created. Staffing began on the hiring of the two technical advisors. Estimated 0.2 MT of GHG savings. |
Clean Energy | Natural Resources Canada |
Clean Energy Program 2: ecoENERGY Retrofit | Program Activity: 1.3 Energy |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $220,000,000 |
Planned Spending for 2007-2008 | $35,350,000 |
Actual Spending for 2007-2008 | $31,208,000 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Existing Building Initiative (EBI) Extension It is expected that the extension will result in up to 300 new retrofit projects and energy audits, which will result in reductions in 0.2 Mt of GHGs. |
230 implementation proposals were submitted for building retrofit projects. 86 contribution agreements were signed as of July 2008. Estimated 0.07MT GHG savings from signed contribution agreements. Estimated 0.07 MT of GHG savings. |
ecoENERGY Retrofit Initiative - Homes Reduced energy consumption and lower GHG and CAC emissions. Reductions of up to 30% in energy use and up 4 tonnes of GHG emissions/year/house. Anticipated energy savings of 6.08 to 6.75 PJ/yr in 2011. Reductions of fossil fuels use and electricity generated using fossil fuels that presently convert to annual emissions reductions of between 0.4 and 0.5 Mt/yr of greenhouse gas emissions, 296 to 368 tonnes/yr of NOx, 171 to 625 tonnes/yr of SO2, 0.8 to 1.1 kilotonnes/yr of CO, and the following criteria air contaminants: PM10, 163-611 kt/yr; PM2.5, 149-459kt/yr; VOC 141-221kt/yr. Increased adoption of energy efficient and renewable energy technologies, systems & products. Increased awareness of the potential for, and methods of, reducing energy use and emissions in housing. Improved air quality as a result of lower energy consumption and consequent reduction in emissions. |
102,834 homes had a pre-retrofit energy evaluation and 12,000 grants were paid. The average grant was valued at $1064 with average energy savings of 48.4 Gj per house per year. 10% of grant recipients have included renewable technologies and products in their renovation. 293,630 inquiries were made about energy efficiency and 244,836 publication requests received. Estimated 0.04 MT of GHG savings. |
ecoENERGY Retrofit Initiative - Small and Medium Organizations Intermediate Outcome Increased activity in small and medium organizations buildings and industry sectors related to energy saving projects. Final Outcome Energy savings that result in reduction of GHG emissions and CACs. |
96 retrofit projects were funded in small and medium organizations representing fewer than 500 employees or less than 10,000 square metres (buildings). Estimated 0.03 MT of GHG savings. |
Clean Energy | Natural Resources Canada |
Clean Energy Program 3: ecoENERGY for Industry | Program Activity: 1.3 Energy |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $18,000,000 |
Planned Spending for 2007-2008 | $4,100,000 |
Actual Spending for 2007-2008 | $3,388,000 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Intermediate Outcomes Industry implements energy efficiency projects and practices. Final Outcome Energy savings that result in reduction of GHG emissions and CACs. |
156 new companies have registered their corporate commitments to improve energy efficiency and have become CIPEC leaders. 1,200 industrial participants attended Dollars to $ense training workshops - adding to the approximately 14,000 trained since 1997. Three benchmarking studies were completed or are underway along with six in-depth assessments to find energy savings opportunities. Two projects were initiated as part of a federal-provincial collaboration on energy management standards and information systems. Estimated 0.3 MT of GHG savings. |
Clean Energy | Natural Resources Canada |
Clean Energy Program 4: ecoENERGY for Renewable Power | Program Activity: 1.3 Energy |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $276,000,000 |
Planned Spending for 2007-2008 | $21,650,000 |
Actual Spending for 2007-2008 | $17,503,000 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Outcomes Annual production of 14.3 terawatt-hours of electricity or about 4000 MW of capacity depending on the mix of energy sources, by 2011, which presently convert to annual emission reductions of between 6 and 6.7 Mt for greenhouse gases and, for criteria air contaminants (CACs), the most significant are 2 to 3 kilotonnes of NOx, 3 to 12 kilotonnes of SO2, 0.6 to 4 kilotonnes of PM10, and other CACs. Greater experience in Canada with more low-impact renewable power generation by utilities, independent power producers and other stakeholders. |
12 Contribution Agreements signed for 948 MW of new electricity expected to produce 3 terawatt-hours per year (TWh/yr), out of which 10 are in operation for a total of 757 MW and expected production of 2.4 TWh/yr. 165 Notices of Project Applications were registered as of March 31, 2008. The 10 projects currently in operation will displace an average of 1.12 MT of GHGs per year. |
Clean Energy | Natural Resources Canada |
Clean Energy Program 5: ecoENERGY for Renewable Heat | Program Activity: 1.3 Energy |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $36,000,000 |
Planned Spending for 2007-2008 | $8,000,000 |
Actual Spending for 2007-2008 | $5,187,000 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Outcomes The deployment of up to 700 solar thermal technology units in ICI (Industrial, Commercial and Institutional) sectors. Up to 8 residential sector pilot projects collaborations (each deploying many solar thermal units) are expected to be financially supported. Energy savings of 0.35 petajoules, which converts to annual emission reductions of about 20 kilotonnes of GHG, 9.8 kilotonnes of NOx, and 19 to 32 tonnes of SO2. Industry capacity development is expected to result in the development of two standards for renewable thermal technologies, certification of up to 8 solar water systems to standards, two annual industry surveys, development and distribution of at least three new technology publications for public information, development of two renewable energy occupational standards. |
111 solar thermal systems installed in Industrial/Commercial/Institutional sectors (91 solar air systems, 20 solar water systems). These installed systems are expected to result in energy savings of 41820 GJ/year and 2.673 kilotonnes of GHGs reduced per year. 13 residential pilot projects were selected in 2007-2008 and are expected to result in the installation of 8000 solar domestic water heaters by 2010. Contribution agreements for the selected pilot projects will be signed in 2008-09. Development of Standards underway. Agreements signed with 4 companies for the certification of solar water systems. |
Clean Energy | Natural Resources Canada |
Clean Energy Program 6: ecoENERGY for Technology Initiative | Program Activity: 1.3 Energy |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $226,440,000 |
Planned Spending for 2007-2008 | $8,710,000 |
Actual Spending for 2007-2008 | $5,194,000 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Outcomes An improved suite of clean energy technologies and improved regulations to ensure their uptake. Increased involvement and collaboration of the research community and key stakeholders. Increased awareness and understanding of technologies and processes associated with reducing air emissions. Increased capability to develop new and improved energy systems and technologies that contribute to clean air objectives; and a consolidated program. The new technologies will be expected to lead to significantly reduced emissions of particulates, gaseous pollutants, toxic substances and greenhouse gases from the production and use of energy. The new knowledge/technology will enable the development of regulations, codes and standards. |
Collaborative agreement on front-end engineering design project for a proposed clean coal gasification power plant (federal-provincial-industrial sector). http://www.nrcan-rncan.gc.ca/media/newcom/2007/2007104-eng.php Co-sponsor of international conference on plug-in hybrid electric vehicles (pHEVS) to raise awareness of this emerging technology. Extensive preparation for the $140M Call for Proposals (announced April 4, 2008) in two areas : 1) technology development to reduce the environmental impact of oil sands; and, 2) carbon capture and storage technologies to reduce GHG emissions from oil sands and coal-fired electricity plants. Selected projects resulting from the call process are anticipated to begin in early 2009. |
Clean Energy | Natural Resources Canada |
Clean Energy Program 7: Policy, Communications, Monitoring and Reporting | Program Activity: 1.3 Energy, 1.4 Sustainable Forest |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $24,600,000 |
Planned Spending for 2007-2008 | $6,140,000 |
Actual Spending for 2007-2008 | $5,263,950 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Policy Outcomes Climate change and clean air policies are well-analyzed and their implications understood such that policy options can be presented to senior officials and ministers for decision. Effective coordination of, and participation in, interdepartmental processes ensuring effective government management, preparation of materials for Cabinet and the implementation of Cabinet decisions. Future emissions trends are understood enabling informed discussion of emission reduction objectives. |
Policy Provided policy documents and advice to the Minister, Deputy Minister and other senior officials in support of policy and program development and decision making. Analyzed relevant policies being proposed/ implemented in other jurisdictions (i.e. provinces, territories, other countries). Conducted policy analysis related to CCS technology, including direct support for the Canada-Alberta ecoENERGY Carbon Capture and Storage Task Force to better understand the key challenges and opportunities associated with the wide-scale deployment of carbon capture and storage technologies in Canada. Worked closely with Environment Canada to finalize the Regulatory Framework for Industrial GHG emissions, consulting with stakeholders including the natural resource industries affected by the new regulations. Contributed to the development and implementation of the Horizontal Management, Accountability and Reporting Framework to ensure the effective and efficient inter-departmental management and coordination of the climate change/clean air programming. Collaborated with EC (lead department) and other government departments on the completion of a Treasury Board Submission outlining the finalized HMARF (i.e. governance structure, strategies for performance measurement, financial management, reporting and audit and evaluation). Worked closely with EC on the Government's modelling activities as part of the Turning the Corner Plan to understand emission trends, and analyze impacts of greenhouse gas and air pollutant mitigation polices. Collaborated with EC (lead department) and other departments to prepare Clean Air Regulatory Agenda's sectoral economic assessments. Updated NRCan's MAPLE-C forecasting model. Extended the model's parameters to estimate emissions levels up to the year 2030. Enhanced its capabilities to project emissions of Criteria Air Contaminants (CACs) for the electricity sector. Enhanced its oil and gas, industrial, emissions, residential and commercial sub-modules to reflect new market developments and realities. |
Strategic Communications Outcomes Targeted audiences understand the government's Clean Energy Agenda and its role in the overall Environmental Agenda. Provision of high-quality communications advice and consistent messaging supports the implementation and uptake of the policies and programs of the government's Clean Energy Agenda. Development of a government-wide communications strategy and messaging ensures a consistent approach for communicating government actions on clean energy and the environment. Outputs Provision of strategic communications advice and support to the government's environmental agenda. Effective and consistent messaging in horizontal communications. Proactive and integrating communications planning. |
Strategic Communications 78 announcements were made in support of clean energy programs Developed and maintained the ecoENERGY website Speeches and news releases were developed for ecoENERGY announcements Produced a variety of ecoENERGY information products including information kits, brochures, CCS Task Force report, videos (i.e. CCS) and other promotional materials Responded to 141 media inquiries regarding the ecoENERGY initiatives |
Forest Policy & Monitoring Outcomes Forest monitoring and reporting leads to an understanding of the impacts of climate change and other human stresses on Canada's forests. Provision of improved information covering the entire forest area becomes available, enabling policy development and improved forest management practices and business planning to reduce forest loss. Outputs Analysis of policy options, design, and evaluation of emission reduction and adaptation options. Implementation and maintenance of a flexible forest inventory and related monitoring systems through partnerships with the provinces and territories. Contributions to international climate change negotiation workshops, to universities for modeling work, and for data acquisition shared with provinces/territories, using the existing departmental class contribution authority. Reporting on forests, land-use changes and air emissions. |
Forest Policy & Monitoring Annual forest-related GHG emission and removal estimates produced and provided to Environment Canada for inclusion in Canada's National Greenhouse Gas Inventory for the period 1990 to 2006. Information sharing agreements in place with all provinces/territories (with the exception of non-forest Nunavut). Two published high-level science-policy notes, two forest management accounting option reports, one forest products carbon modelling report. A scientific paper was published describing analysis behind Canada's 2007 decision to not include forest management in its Kyoto accounting. Four studies reported in peer-reviewed literature and two studies in press. Two studies under review (scientific foundation of the CBM-CFS3 tool, improvement to modeling spruce budworm carbon impacts) and three studies underway (interannual variability in forest GHG balances, climate impacts on forest productivity, comparison of results from multiple models for two forest sites). CFS science and policy experts participated in numerous presentations/discussion in Canada (e.g. to senior federal, provincial, territorial and industry officials) and internationally on options. A Senior CFS Scientist was a Lead Author of the IPCC Fourth Assessment Report on forest mitigation options. |
Clean Energy | Indian and Northern Affairs Canada |
Clean Energy Program 8: ecoENERGY for Aboriginal and Northern Communities | Program Activity: 2.4 Health Northern Communities |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $15,000,000 |
Planned Spending for 2007-2008 | $3,750,000 |
Actual Spending for 2007-2008 | $3,411,225 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Immediate Outcomes Northern and Aboriginal communities are engaged and participating in the ecoENERGY Program. Improved northern and Aboriginal technical and management skills for clean energy. Successfully implemented renewable energy and energy efficiency projects. Intermediate Outcomes Northern and Aboriginal communities are equipped with knowledge and tools to increase energy efficiency of community infrastructure. Decrease in emissions of GHG and CAC in northern and Aboriginal communities. Increased energy efficiency and use of renewable energy in northern and Aboriginal communities. More reliable infrastructure in northern and Aboriginal communities. Energy cost savings in northern and Aboriginal communities. Final Outcomes Reduced greenhouse gas emissions and criteria air contaminants in northern and Aboriginal communities. Sustainable and healthy northern and Aboriginal communities. |
Website communicating program to staff and external stakeholders in place and maintained. 23 program inquiries received. Regional and external contacts identified and engaged as part of 'clean energy network.' 3 clean energy conferences attended by program staff. Over 200 stakeholders made aware of opportunities available through the program. RFP for Standing Offer Agreement issued for technical feasibility and project management advice for implementation in 2008/09. 20 Aboriginal and northern community projects reviewed and advice provided. 14 renewable energy projects funded, $1,922,449/$3,411,225 = 56% of program funding on renewable energy projects, and 81% of Grants and Contributions. 1 energy efficiency project funded, $100,000/$3,411,225 = 3% of program funding on energy efficiency projects and 4% of Grants and Contributions. 8 community energy plans funded $126,700/$3,411,225 = 4% of program funding on community energy plans and 5% of Grants and Contributions. |
Clean Transportation Theme Programs
Clean Transportation | Transport Canada |
Clean Transportation Program 1: ecoMobility Program | Program Activity: 3.1 Policies and Programs in support of sustainable development |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $9,337,992 |
Planned Spending for 2007-2008 | $810,899 |
Actual Spending for 2007-2008 | $379,365 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Short-term results include
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Clean Transportation | Transport Canada |
Clean Transportation Program 2: ecoTechnology for Vehicles Program | Program Activity: 3.1 Policies and Programs in support of sustainable development |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $14,028,900 |
Planned Spending for 2007-2008 | $2,869,726 |
Actual Spending for 2007-2008 | $1,560,704 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Immediate Outcomes
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In 2007-2008, the eTV program
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Clean Transportation | Transport Canada |
Clean Transportation Program 3: National Harmonization Initiative for the Trucking Industry | Program Activity: 3.1 Policies and Programs in support of sustainable development |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $5,412,565 |
Planned Spending for 2007-2008 | $755,246 |
Actual Spending for 2007-2008 | $319,530 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
This contribution program is designed to achieve the following objectives.
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Completion of a comprehensive set of six studies and assessments to review the implications of a national speed limiter mandate for heavy trucks. A national mandate could realize annual on-road diesel savings of 228 million litres or 0.64 Mt GHG. |
Clean Transportation | Transport Canada |
Clean Transportation Program 4: Freight Technology Demonstration Fund | Program Activity: 3.1 Policies and Programs in support of sustainable development |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $9,281,901 |
Planned Spending for 2007-2008 | $776,120 |
Actual Spending for 2007-2008 | $613,172 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
The contribution program is a direct response to the rapid growth in freight transportation activity, which is predicted to lead to increased emissions. This contribution program is designed to achieve the following objectives
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Clean Transportation | Transport Canada |
Clean Transportation Program 5: Freight Technology Incentive Program | Program Activity: 3.1 Policies and Programs in support of sustainable development |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $9,593,027 |
Planned Spending for 2007-2008 | $465,460 |
Actual Spending for 2007-2008 | $371,344 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
The contribution program is a direct response to the rapid growth in freight transportation activity, which is predicted to lead to increased emissions. This contribution program is designed to achieve the following objectives
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Clean Transportation | Transport Canada |
Clean Transportation Program 6: ecoFreight Partnerships | Program Activity: 3.1 Policies and Programs in support of sustainable development |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $6,325,408 |
Planned Spending for 2007-2008 | $1,339,883 |
Actual Spending for 2007-2008 | $447,078 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
International Partnerships on Emissions Reductions The International Partnerships on Emissions Reductions will provide for increased presence at International committees, Working Groups, and other fora that develop international approaches in aviation and marine modes. The result of this activity will be more stringent regulations, standards, best practices or guidelines being developed leading to an overall reduction of GHG emissions and air pollutants and improved efficiency from the aviation and marine sectors. Transportation Industry Partnership Initiative TC will implement and monitor the existing Memorandum of Understanding (MOU) with the Air Transport Association of Canada. TC will also sign, implement and monitor a MOU with the Railway Association of Canada. TC will establish similar partnerships with the marine industry. Program activities will include providing the secretariat function for the various MOU Management Committees; review of annual and progress reports; and oversight audits. TC will also conduct joint studies and initiatives with industry to foster progress towards the emissions targets and continue to play a facilitator role in helping the industry to address barriers to emissions reduction that are beyond the scope of individual industries. This initiative will lead to voluntary agreements where modal associations and their members commit to reduce their air emissions. Efficiency Program for Freight Shippers and Forwarders TC will draw upon the results of recent focus groups to establish new partnerships directly with users of the freight systems to improve their transportation decision-making and increase the adoption of more sustainable modal choices and practices. TC will conduct studies, benchmarking and other initiatives to identify and produce the information required by shippers and forwarders to inform their transportation decisions. TC will also work with industry on annual surveys on industry environmental practices and decision-making, and sponsor and/or host conferences, workshops, etc. This program will educate users of the freight systems on the impacts made as a result of their freight transportation selection decisions. With this knowledge, users will be able to include environmental impacts in the decision making process when selecting between modes and carriers during their freight transportation decisions. |
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Clean Transportation | Transport Canada |
Clean Transportation Program 7: Marine Shore Power Program | Program Activity: 3.1 Policies and Programs in support of sustainable development |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $6,089,617 |
Planned Spending for 2007-2008 | $318,620 |
Actual Spending for 2007-2008 | $159,006 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
The contribution program is a direct response to the rapid growth in freight transportation activity, which is predicted to lead to increased emissions. This contribution program is designed to achieve the following objectives
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The delivery of the Marine Shore Power program was placed on hold pending the coming into force of the Canada Marine Act amendments that would remove restriction to the provision of funding to Canadian Port Authorities. In 2007-2008, Transport Canada consulted with the Association of Canadian Port Authorities and terminal operators in order to promote the program. Applicants Guide and evaluation criteria were prepared in readiness for the first funding round, once the amendment entered in force. |
Clean Transportation | Transport Canada |
Clean Transportation Program 8: Analytical and Policy Support | Program Activity: 3.1 Policies and Programs in support of sustainable development |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $3,829,191 |
Planned Spending for 2007-2008 | $741,629 |
Actual Spending for 2007-2008 | $720,189 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
The overarching goal of this initiative is to help ensure the provision of the analytical and policy expertise necessary to support and further develop research, policies and programs related to the federal priorities of sustainable transportation, clean air and climate change. |
In 2007-2008, the following studies were conducted to provide analytical and policy support:
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Clean Transportation | Transport Canada |
Clean Transportation Program 9a: ecoAUTO Rebate Program (Transport Canada component) | Program Activity: 3.1 Policies and Programs in support of sustainable development |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $251,818,351 |
Planned Spending for 2007-2008 | $74,622,027 |
Actual Spending for 2007-2008 | $73,757,589 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
The main objective of the ecoAUTO Rebate Program is to pursue incentives to encourage the purchase of more fuel efficient personal vehicles, thereby reducing air emissions and energy use in the transportation sector in support of the Government's Clean Air Agenda. Reduction of GHG emissions and air pollutants from the urban passenger transportation sector. Increase in advanced fuel efficiency technology penetration into the Canadian vehicle market. A more networked government providing timely, citizen-centred service to the applicants of the program through an efficient Call Centre, In-Person Network and Processing Centre. |
On March 19, 2007, Budget 2007 announced the ecoAUTO Rebate Program. Budget 2007 stated that while the rebate for fuel-efficient vehicles went into effect March 20, 2007, the payment of rebates would be made once administration and delivery systems have been put in place, with a target date of fall 2007. The program was designed, sought the appropriate approvals and
was operational on October 1, 2007. The program encouraged the purchase of NEW fuel-efficient vehicles by offering rebates to eligible recipients that buy or enter into leases of 12 months or more for an eligible vehicle registered for use in Canada. A list of eligible 2006 , 2007 and 2008 model year vehicles was published using a Combined Fuel Consumption Rating (CFCR) of 6.5 L/100km or less for new automobiles, and a CFCR of 8.3 L/100km or less for new minivans, sport utility vehicles and other light trucks. In addition, rebates for the purchase of new flexible-fuel vehicles with combined fuel consumption E85 ratings of 13.0 L/100km or less were issued
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Clean Transportation | Human Resources and Social Development Canada |
Clean Transportation Program 9b: ecoAUTO Rebate Program (HRSDC component) | Program Activity: 3.1 Policies and Programs in support of sustainable development |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $11,000,000 |
Planned Spending for 2007-2008 | $7,000,000 |
Actual Spending for 2007-2008 | $7,000,000 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
ecoAUTO Program activities also include receiving and processing applications for rebates to consumers purchasing eligible vehicles, resulting in eligible recipients receiving rebate cheques in a timely manner. |
HRSDC administered the processing of ecoAUTO applications for TC.
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Clean Transportation | Natural Resources Canada |
Clean Transportation Program 10: ecoENERGY for Personal Vehicles | Program Activity: 1.3 Energy |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $21,000,000 |
Planned Spending for 2007-2008 | $3,950,000 |
Actual Spending for 2007-2008 | $3,886,000 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Final Outcome
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Final Outcome
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Clean Transportation | Natural Resources Canada |
Clean Transportation Program 11: ecoENERGY for Fleets | Program Activity: 1.3 Energy |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $22,000,000 |
Planned Spending for 2007-2008 | $3,650,000 |
Actual Spending for 2007-2008 | $2,659,000 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Final Outcome
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Final Outcome
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Clean Transportation | Environment Canada |
Clean Transportation Program 12: Vehicle Scrappage Program (Environment Canada component) | Program Activity: 3.3 Risks to Canadians, their health and their environment form air pollutants and greenhouse gas emissions are reduced |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $92,000,000 |
Planned Spending for 2007-2008 | $1,500,000 |
Actual Spending for 2007-2008 | $733,741 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
The Scrappage program will target personal automobiles that are model year 1995 or earlier, in running condition ("live vehicles") and have been registered and insured for at least the past 6 months. Owners of these vehicles will be offered a suite of incentives that could include: a cash incentive; free transit passes; incentives supporting sustainable transportation
alternatives (such as a car sharing membership or rebate on a bicycle); or a rebate on a vehicle of model year 2004 and newer to be provided by manufacturers and/or dealers. There will be regional variations in the type and value of incentives depending on the contribution of local partners such as transit authorities. By the end of four years, the Program will achieve the following results
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Indoor Air Quality Theme Programs
Indoor Air Quality | National Research Council |
Indoor Air Quality Program 1: Indoor Air Research and Development Initiative | Program Activity: 1.1 Research and development |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $8,000,000 |
Planned Spending for 2007-2008 | $2,000,000 |
Actual Spending for 2007-2008 | $1,222,147 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Assessment of the Impacts of Improved Indoor Air Ventilation and Indoor Air Distribution on Human Health and Indoor Air Quality
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Scientific Committee established with members of HC, CMHC, INSPQ, and NRC MOU drafted by INSPQ and NRC with respect to the objectives and responsibilities of the intervention field study. New Indoor Air Facility
Technology review paper drafted. Paper drafted on scope, composition and role of committee. Held one foundation meeting of stakeholders representing government and industry from across Canada; identified further members and defined scope, mission, and terms reference. |
Indoor Air Quality | Health Canada |
Indoor Air Quality Program 2: Radon Strategy | Program Activity: 3.1 Healthy Environments and Consumer safety |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $15,000,000 |
Planned Spending for 2007-2008 | $3,500,000 |
Actual Spending for 2007-2008 | $3,384,000 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Mapping Systematic surveying, mapping and identification of radon hotspots in all major populated areas of Canada that are known or believed to be at risk because of local geological and climatic conditions associated with elevated radon levels. Education and Awareness Heightened knowledge, awareness and sensitivity of all key sectors, as well as Canadian consumers and federal employees and building managers, regarding the nature and extent of risks to human health from exposure to radon and of available prevention and mitigation measures to effectively address those risks. Testing Systematic on-site testing and screening of approximately 15,000 federal buildings and facilities for actual radon levels and their comparison against the new radon guidelines, such inventory consisting of all federal facilities located in known and/or potential high-risk areas. |
Completed ground-based analysis of soil gas radon concentrations at 262 sites (in New Brunswick, Nova Scotia, Prince Edward Island, and southern Ontario). Locations around Sarnia in southern Ontario showed higher than average soil gas radon concentrations, suggesting they are potentially radon-rich. Developed a fall/winter 2008 radon marketing/communications strategy focusing on homeowners, commercial building owners, the building industry and public health practitioners. Fourteen radon stakeholder workshops held across Canada as part of strategy to encourage stakeholder involvement in radon testing and remediation. Developed and distributed a radon fact sheet via stakeholders and industry partners. Developed a standard procedure for radon testing in large buildings, starting with federal buildings. Prepared information package on the objectives of the project, the process for testing, and the means by which data and results will be shared. Tested about 1000 buildings across Canada in 2007/08, representing 5% of the stock estimated to be in high-risk areas. |
Adaptation | Indian and Northern Affairs Canada |
Adaptation Program 1: Assist Northerners in Assessing Key Vulnerabilities and Opportunities | Program Activity: 3.4 Northern Land and Resources |
Start Date: April 1, 2008 | End Date: March 31, 2011 |
Total Funding Allocated | $14,000,000 |
Planned Spending for 2007-2008 | $0 |
Actual Spending for 2007-2008 | $338,775 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Northerners and Aboriginal people will have increased their knowledge and resource capacity to adapt to climate change impacts. Program measures are aimed at improving access to information and increasing technical expertise on adaptation to climate change, evaluating climate risks and identifying responses to risks, putting in place collaborative mechanisms to design
effective solutions, and developing adaptation actions by aboriginal and northern communities to address key vulnerabilities. The program supports the distribution of information on tools, best practices and project results to enable communities to integrate climate change risk management in their planning, decision-making and project implementation. Expected results for 2007/08 (from program's RMAF/RBAF) Long Term Outcome
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(as per RMAF/RBAF performance indicators at output level)
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Adaptation | Environment Canada |
Adaptation Program 2a: National Air Quality Health Index and Air Quality Forecast Program (Environment Canada component) | Program Activity: 2.1 Improved knowledge and information on weather and environmental conditions influence decision-making |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $21,300,000 |
Planned Spending for 2007-2008 | $4,500,000 |
Actual Spending for 2007-2008 | $4,088,900 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Air Quality reports and forecasts will be produced by Environment Canada's regional Storm Predictions Centres, supported by Environment Canada's weather and environmental prediction infrastructure and real-time use of data by federal-provincial air quality monitoring programs. |
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Adaptation | Health Canada |
Adaptation Program 2b: National Air Quality Health Index and Air Quality Forecast Program (Health Canada component) | Program Activity: 2.1 Improved knowledge and information on weather and environmental conditions influence decision-making |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $8,700,000 |
Planned Spending for 2007-2008 | $1,500,000 |
Actual Spending for 2007-2008 | $1,039,630 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Within the next four years, the expected outcome is for all 27 census metropolitan areas (communities larger than 100,000), collectively accounting for 80% of the Canadian population in Canada, to receive local AQHI forecasts. The longer-term objective is for full national access to the AQHI in all Canadian communities including the north if the necessary monitoring infrastructure exists to support forecasting. | In 2007-2008, Health Canada entered into the implementation phase of the AQHI beginning with Toronto and 14 communities in British Columbia. Groundwork to ensure implementation in at least six additional communities for fiscal year 2008-2009 also took place. The department, together with its partners, laid the foundation to begin implementation in the Greater Toronto Area (Brampton, Burlington, Mississauga, Newmarket, Oakville, and Oshawa), Halifax, NS and Saint John NB in 2008. |
Adaptation | Environment Canada |
Adaptation Program 3: Improved Climate Change Scenarios | Program Activity: 2.1 Improved knowledge and information on weather and environmental conditions influence decision-making |
Start Date: April 1, 2008 | End Date: March 31, 2011 |
Total Funding Allocated | $15,000,000 |
Planned Spending for 2007-2008 | $0 |
Actual Spending for 2007-2008 | $0 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Accurate climate information and projections are essential to assess impacts and develop robust adaptation strategies and measures. Improved climate change projections and scenarios will be developed by EC particularly on extremes and hazards for vulnerable infrastructure (e.g. bridges and sewers, which require extreme rainfall design information) and for communities across Canada. Key outcomes of this program include: Adaptive decision making, risk reduction and emergency preparedness. | As funds under this program were not approved until April 2008, no work was undertaken in 2007-2008. |
Adaptation | Health Canada |
Adaptation Program 4: Climate Change and Health Adaptation in Northern/Inuit Communities | Program Activity: 4.1 First Nations and Inuit Health |
Start Date: April 1, 2008 | End Date: March 31, 2011 |
Total Funding Allocated | $7,000,000 |
Planned Spending for 2007-2008 | $295,000 |
Actual Spending for 2007-2008 | $0 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
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There are no results to report for FY 2007-2008 because Treasury Board funding approval was not received until April 3 rd , 2008. |
Adaptation | Natural Resources Canada |
Adaptation Program 5: Innovative Risk Management Tools | Program Activity: 1.1 Earth Sciences |
Start Date: April 1, 2008 | End Date: March 31, 2011 |
Total Funding Allocated | $5,000,000 |
Planned Spending for 2007-2008 | $0 |
Actual Spending for 2007-2008 | $0 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
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Completed testing of community tools for adaptation and analyzed needs for supporting information (funding for this activity came from the Climate Change Interim Strategy). |
Adaptation | Natural Resources Canada |
Adaptation Program 6: Regional Adaptation Action Partnerships | Program Activity: 1.1 Earth Sciences |
Start Date: April 1, 2008 | End Date: March 31, 2011 |
Total Funding Allocated | $30,000,000 |
Planned Spending for 2007-2008 | $0 |
Actual Spending for 2007-2008 | $0 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Information and decision-support tools needed for practitioners and decision-makers to understand risks and opportunities from a changing climate, and identify adaptation options that are available from RAWP members;
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Informal meetings were held with provincial and territorial adaptation focal points to discuss possible plans for the Regional Adaptation Collaboratives and determine opportunities for collaboration. Planning for the process to deliver the RACs Program was initiated (development of call letter, communications planning, etc.) Discussed a benchmark survey to provide data for theme and program evaluation of the level of adaptation activity in Canada. |
Adaptation | Health Canada |
Adaptation Program 7a: Climate and Infectious Disease Alert and Response System to Protect the Health of Canadians (Health Canada component) | Program Activity: 3.1 Healthy Environments and Consumer Safety |
Start Date: April 1, 2008 | End Date: March 31, 2011 |
Total Funding Allocated | $7,900,000 |
Planned Spending for 2007-2008 | $550,000 |
Actual Spending for 2007-2008 | $0 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Health Professional Interventions and Training Canadians and health care professionals will have access to improved knowledge on the health risks of a changing climate in the following key areas:
Canadians and health care professionals will have access to improved knowledge on the health risks of a changing climate in the following key area:
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There are no results to report for FY 2007-2008 because Treasury Board funding approval was not received until April 3, 2008. |
Adaptation | Public Health Agency of Canada |
Adaptation Program 7b: Climate and Infectious Disease Alert and Response System to Protect the Health of Canadians (Public Health Agency of Canada component) | Program Activity: 1.2 Disease Prevention and Control |
Start Date: April 1, 2008 | End Date: March 31, 2011 |
Total Funding Allocated | $7,000,000 |
Planned Spending for 2007-2008 | $494,000 |
Actual Spending for 2007-2008 | $251,600 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Development of a pilot community-based approach to assessing infectious disease risk and effectiveness of response in up to four communities.
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Program development planning was undertaken and preliminary contact with potential partners was made. Scientific and other equipment were purchased and some training occurred. |
International Actions Theme Programs
International Actions | Environment Canada |
International Actions Program 1a: International Obligations (Environment Canada component) | Program Activity: 4.2 Relations with other governments and partners are managed in support of environmental priorities |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $2,892,000 |
Planned Spending for 2007-2008 | $1,023,000 |
Actual Spending for 2007-2008 | $962,268 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
The establishment of the national registry will protect Canada's international credibility by allowing Canada to remain engaged in the Kyoto Protocol and avoiding a non-compliance proceeding. Payment of membership dues and active participation in international technology partnerships outside the UN will strengthen Canada's credibility and influence discussions on a future climate change agreement. |
Canada established its national registry. Canada made its assessed contributions, as well as voluntary contributions to the United Nations Framework Convention on Climate Change. Canada participated in technology-related partnerships outside of the UN, including the Renewable Energy and Energy Efficiency Partnership in order to promote and support the development of clean technologies needed to reduce GHG emissions and address climate change. Canada provided support to non-UN agencies with the goal of enhancing understanding and assessing options for the development of a future climate change agreement. |
International Actions | Foreign Affairs and International Trade Canada |
International Actions Program 1b: International Obligations (Foreign Affairs and International Trade Canada component) | Program Activity: 1.3 Global Issues |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $1,908,000 |
Planned Spending for 2007-2008 | $477,000 |
Actual Spending for 2007-2008 | $404,316 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Canada , in continuing to meet its funding obligations for the UN Climate Change Secretariat, will contribute to its international reputation and the overall functioning of this organization, assisting to ensure that the Secretariat will be able to continue to organize future meetings. | International funding obligations for 2007-2008 were met. |
International Actions | Environment Canada |
International Actions Program 2a: International Participation and Negotiations (Environment Canada component) | Program Activity: 3.3 Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $11,400,000 |
Planned Spending for 2007-2008 | $3,000,000 |
Actual Spending for 2007-2008 | $3,247,607 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Given the interdisciplinary and collaborative approach among departments on this component, some expected outcomes of this work are shared across departments. These shared expected outcomes are:
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EC worked closely with other government departments to develop policy options and positions on a range of climate change issues. Canada actively participated in the UN and non-UN negotiations and discussions leading to the establishment of a post-2012 climate change agreement. Canada 's participation contributed to ensuring that the future agreement on climate change is consistent with our domestic approach on climate change and protects Canadian environmental and economic interests. |
International Actions | Foreign Affairs and International Trade Canada |
International Actions Program 2b: International Participation and Negotiations (Foreign Affairs and International Trade Canada component) | Program Activity: 1.3 Global Issues |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $6,400,000 |
Planned Spending for 2007-2008 | $1,750,000 |
Actual Spending for 2007-2008 | $1,525,706 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Given the interdisciplinary and collaborative approach among departments on this component, some expected outcomes of this work are shared across departments. These shared expected outcomes are:
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Through the provision of substantive analytical and policy input in the formulation and presentation of Canadian views, Canadian interests were defended in the negotiations under the United Nations Framework Convention on Climate Change (UNFCCC) and its Kyoto Protocol. A key outcome of these deliberations was the formal launch of negotiations on a future climate change agreement at the UN Bali Climate Change Conference in December 2007. DFAIT actively participated in the UN process, as well as advocate our positions within other multilateral processes, i.e., the G8, the Major Economies Meeting process, APEC, the Commonwealth, other UN events, and through bilateral channels through DFAIT's network of Embassies and other Missions abroad. |
International Actions | Natural Resources Canada |
International Actions Program 2c: International Participation and Negotiations (Natural Resources Canada component) | Program Activity: 2.1 Clean Energy |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $5,200,000 |
Planned Spending for 2007-2008 | $1,400,000 |
Actual Spending for 2007-2008 | $946,922 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
The expected outcomes of NRCan's international climate change policy development and continued engagement in international climate change negotiations, both inside and outside the UNFCCC include:
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NRCan contributed to the process to ensure that domestic interests and climate change policies were reflected during the formulation and presentation of Canadian negotiating positions. NRCan participated in the Expert Group on Technology Transfer, established under the United Nations Framework Convention on Climate Change (UNFCCC) to analyze and identify ways to facilitate and advance technology development and transfer activities. NRCan referenced domestic activities to address climate change (e.g., ecoENERGY) in briefing materials prepared for international climate change meetings. NRCan officials provided policy documents and advice to the Minister, Deputy Minister and other senior officials in support of policy and development and decision making NRCan's policy analysis and technical expertise in energy, forestry and climate change adaptation anchored the Government of Canada representatives' participation in international meetings, including the UNFCCC, the U.S.-led Major Emitters Process, the G8 and Asia-Pacific Economic Cooperation. |
International Actions | Environment Canada |
International Actions Program 3a: Asia-Pacific Partnership (Environment Canada component) | Program Activity: 3.3 Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $18,882,000 |
Planned Spending for 2007-2008 | $4,628,000 |
Actual Spending for 2007-2008 | $518,024 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
In the first year, Canada will be in an implementation phase where APP activities will be focused on: 1) obtaining membership; 2) consulting with key domestic industrial sectors, and; 3) developing Canada's governance structure and operational guidelines through the establishment of an APP Secretariat. In subsequent years, once Canada's membership has been confirmed, the focus will shift from program design to implementation. Domestic activities will shift from promotion and consultation to project selection. Internationally, Canada will seek to influence the scope and direction of the Partnership to ensure alignment with Canada's interests, while leveraging enhanced bilateral relations to shape the role of key large emitting countries in a future climate change agreement. |
Canada obtained membership to the Asia-Pacific Partnership in October 2007. A governance structure to operationalize Canada's participation in the APP has been operationalized. Canada is participating in the work of all of the APP Task Forces, and is facilitating the involvement of the Canadian private sector in the work of the APP. |
International Actions | Natural Resources Canada |
International Actions Program 3b: Asia-Pacific Partnership (Natural Resources Canada component) | Program Activity: 2.1 Clean Energy |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $878,000 |
Planned Spending for 2007-2008 | $272,000 |
Actual Spending for 2007-2008 | $21,436 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
In the first year, Canada will be in an implementation phase where APP activities will be focused on: 1) obtaining membership; 2) consulting with key domestic industrial sectors, and; 3) developing Canada's governance structure and operational guidelines through the establishment of an APP Secretariat. In subsequent years, once Canada's membership has been confirmed, the focus will shift from program design to implementation. Domestic activities will shift from promotion and consultation to project selection. Internationally, Canada will seek to influence the scope and direction of the Partnership to ensure alignment with Canada's interests, while leveraging enhanced bilateral relations to shape the role of key large emitting countries in a future climate change agreement. |
NRCan officials assisted with the effort that led to Canada's invitation and eventual acceptance to membership. NRCan participated in consultations with key domestic industrial sectors. NRCan provided advice and input to the Secretariat and inter-departmental working group in developing Canada's governance structure and operational guidelines. NRCan provided input on potential project selection criteria. |
International Actions | Industry Canada |
International Actions Program 3c: Asia-Pacific Partnership (Industry Canada component) | Program Activity: 2.1 Clean Energy |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $240,000 |
Planned Spending for 2007-2008 | $100,000 |
Actual Spending for 2007-2008 | $0 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
In the first year, Canada will be in an implementation phase where APP activities will be focused on: 1) obtaining membership; 2) consulting with key domestic industrial sectors, and; 3) developing Canada's governance structure and operational guidelines through the establishment of an APP Secretariat. In subsequent years, once Canada's membership has been confirmed, the focus will shift from program design to implementation. Domestic activities will shift from promotion and consultation to project selection. Internationally, Canada will seek to influence the scope and direction of the Partnership to ensure alignment with Canada's interests, while leveraging enhanced bilateral relations to shape the role of key large emitting countries in a future climate change agreement. Industry Canada's involvement in the APP will result in enhanced participation and liaison with key Canadian sectors and key sectors internationally. |
As no funds were spent in 2007-08, no activities were completed during this period. |
International Actions | Environment Canada |
International Actions Program 4: PM Annex | Program Activity: 3.3 Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced |
Start Date: April 1, 2007 | End Date: March 31, 2011 |
Total Funding Allocated | $2,200,000 |
Planned Spending for 2007-2008 | $550,000 |
Actual Spending for 2007-2008 | $136,699 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
The negotiations of a PM Annex (scheduled for completion early summer 2008), will result over the longer-term (i.e. by 2011) in:
|
In 2007-2008, Canada and the US launched the negotiations of a PM Annex and established two inter-sessional working groups to prepare the second round of negotiations. |
Partnerships | Environment Canada |
Partnerships Program 1: Clean Air Community Partnerships | Program Activity: |
Total Approved | $12,000,000 |
Planned Spending for 2007-2008 | $3,000,000 |
Actual Spending for 2007-2008 | $1,000,600 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
Short-term results include
|
Completed the design and start-up of the Clean Air Community Partnerships program. Consulted with stakeholders, prepared documentation and staffing. The main result areas achieved were in terms of implementation:
|
Management and Accountability Theme Program
Management and Accountability | Environment Canada |
Management and Accountability Program 1: Management and Accountability | Program Activity: 3.3 - Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced |
Total Approved | $5,000,000 |
Planned Spending for 2007-2008 | $1,250,000 |
Actual Spending for 2007-2008 | $1,185,894 |
Expected Results 2007-2011 | Results Achieved in 2007-2008 |
The Government has committed to achieving tangible improvements in Canada's environment, including reduced air pollution and greenhouse gas (GHG) emissions. It has also committed to implement a more strategic approach to expenditure management in horizontal priority areas. The HMARF will help address the need to improve governance and accountability in the management
of horizontal initiatives that involve a number of departments. The objectives of the Clean Air Agenda are to improve the health of Canadians and increase environmental benefits by reducing air pollution and GHG emissions. This will be delivered through two main initiatives:
|
|
FINTRAC is involved in the following horizontal initiatives as a partner:
Supplementary information on horizontal initiatives can be found at http://www.tbs-sct.gc.ca/rma/eppi-ibdrp/hr-rh_e.asp
Horizontal initiatives are programs or initiatives in which partners from two or more organizations agree under a formal funding agreement to work toward the achievement of shared outcomes.
DFO is a partner on the following 11 horizontal initiatives led by other federal government departments:
Horizontal Initiative | Lead Department |
---|---|
Building Public Confidence in Pesticide Regulation and Improving Access to Pest Management Products | Health Canada |
Canadian Biotechnology Strategy | Industry Canada |
Canadian Group on Earth Observations (CGEO) | Environment Canada |
Great Lakes Basin Ecosystem Initiative | Environment Canada |
International Polar Year | Indian and Northern Affairs Canada |
Genomics R&D Initiative | Industry Canada |
Mackenzie Gas Project (MGP) and induced oil and gas exploration and development activities in the NWT | Indian and Northern Affairs Canada |
Federal Contaminated Sites Accelerated Action Plan | Environment Canada and Treasury Board Secretariat |
Implementation of the Act Respecting the Protection of Wildlife Species at Risk in Canada | Environment Canada |
Marine Security | Transport Canada |
Interim Strategy on Existing Climate Change Programs | Environment Canada |
Further information on these horizontal initiatives can be found on the Internet.
Table 8: Horizontal Initiatives
1. Name of Horizontal Initiative: Chemicals Management Plan
2. Name of Lead Department(s): Health Canada/Environment Canada
3. Start Date of the Horizontal Initiative: FY 2007-2008
4. End Date of the Horizontal Initiative: FY 2010-2011
5. Total Federal Funding Allocation: $299.2 M
6. Description of the Horizontal Initiative:
The Chemicals Management Plan (CMP) is part of the Government's comprehensive environmental agenda and is managed jointly by Health Canada (HC) and Environment Canada (EC). The activities identified in this plan build on Canada's position as a global leader in the safe management of chemical substances and those chemicals contained in products, and focus upon timely action on key threats to health and the environment.
The CMP also generates a higher level of responsibility for industry through realistic and enforceable measures, stimulate innovation, and augment Canadian competitiveness in an international market that is increasingly focussed on the safety of chemicals and products.
HC and EC manage CMP funding collectively and ensure that it is aligned with the highest priorities for action to protect human health and the environment.
Within the CMP model, the regulatory management of chemical substances can be implemented through a number of legislative instruments including Food and Drugs Act (F&DA), Pest Control Products Act (PCPA), Hazardous Products Act (HPA) and Canadian Environmental Protection Act (CEPA) . The first three Acts are administered by Health Canada and CEPA is jointly administered by Health Canada and Environment Canada.
The following program areas are involved in CMP activities:
In Health Canada :
In Environment Canada :
7. Shared Outcome(s):
High-level CMP outcomes include:
8. Governance Structure(s):
Health Canada shares the lead on the CMP with Environment Canada. The CMP consists of five inter-related program elements (listed below) to be planned, delivered and evaluated within an integrated framework, managed jointly by these two Departments
Within the federal government, the CMP governance is to be established through a joint HC/EC Assistant Deputy Ministers Committee (ADM Committee) and an interdepartmental Chemicals Management Executive Committee (CMEC).
The mandate of CMEC is to ensure that all chemical management issues are optimally managed and that activities under the CMP are delivered in an integrated manner, using a suite of legislations, including CEPA, PCPA, F&DA and the HPA.
Core work elements focusing on key CMP activities (Risk Assessment, Risk Management, Research/Science, Monitoring & Surveillance and Policy & Program Management) are currently in place to support the above governance structures.
9. Federal Partners Involved in each Program | 10. Names of Programs | 11. Total Allocation | 12. Forecasted Spending for FY 2007-08 | 13. Actual Spending in FY 2007-08 |
---|---|---|---|---|
Health Canada | Risk Assessment |
$27.0 M
|
$3.2 M
|
$3.0 M
|
Environment Canada |
$22.6 M
|
$2.1 M
|
$2.1 M
|
|
$49.6 M (total)
|
$5.3 M (total)
|
$5.1 M (total)
|
||
Health Canada |
Risk Management |
$94.9 M
|
$12.7 M
|
$12.1 M
|
Environment Canada |
$64.9 M
|
$9.1 M
|
$8.4 M
|
|
$159.8 M (total)
|
$21.8 M (total)
|
$20.5 M (total)
|
||
Health Canada | Research/Science |
$30.2 M
|
$3.3 M
|
$3.3 M
|
Environment Canada |
$2.1 M
|
$0.6 M
|
$0.6 M
|
|
$32.3 M (total)
|
$3.9 M (total)
|
$3.9 M (total)
|
||
Health Canada | Monitoring & Surveillance |
$35.2 M
|
$3.4 M
|
$3.4 M
|
Environment Canada |
$16.9 M
|
$4.4 M
|
$4.4 M
|
|
$52.1 M (total)
|
$7.8 M (total)
|
$7.8 M (total)
|
||
Health Canada | Program Management |
$5.4 M
|
$0.9 M
|
$0.8 M
|
$5.4 M (total)
|
$0.9 M (total)
|
$0.8 M (total)
|
||
Total $299.2 M
|
Total $39.7 M
|
Total $38.1
|
Planned Results for FY 2007-2008 (From FY 2007-2008 Report on Plans and Priorities):
Risk Assessment: Identifying the impact and evaluating the risks of substances to human health and the environment (e.g., complete assessment of about 200 highest priority substances within 3 years)
Risk Management: Effective controls and informed stakeholders and the Canadian public. (e.g., complete implementation of mandatory pesticide incident reporting system and pesticide sales database by 2009)
Research: Understanding of the relative risks of toxic substances (e.g., complete development of human exposure data and trend analysis methodologies)
Monitoring & Surveillance: Information on the effectiveness of control actions (e.g., define scientific information to be collected by 2008)
Program Management: Direction collaboration and coordination of science and management activities (e.g., initiatives implemented by 2009 to ensure proper results to resources management and stewardship )
Achieved Results for FY 2007-2008:
A key component of the CMP is taking immediate action on the highest priority chemicals. Information is being collected that will be used to make decisions regarding the best approach to protect Canadians and their environment from risks that certain substances may pose. The initiative, known as the "Challenge", includes the identification of approximately 200 substances of highest priority that have been divided up into a number of smaller groups of substances, to be addressed sequentially.
Under the Challenge, requests for information under s. 71 of CEPA for Batches 2, 3, 4 and 5 were published. Substance Profiles were developed for Batches 2-5. New regulations have been developed (e.g. 31 CEPA toxics and 3 other chemicals of concern have had their regulations amended) and a work plan for dealing with petroleum stream substances of high concern has also been completed.
The development of risk management options for Challenge substances is on track. Scientific, legal and economic analyses and enforcement advice is being taken into consideration. Consultations with affected industry stakeholders and the Canadian public will continue throughout the program's life-cycle. A Challenge Advisory Panel (Experts) and CMP Stakeholder Advisory Council (NGO / Industry) have also been established. The Panel's mandate is to provide third party advice on the application of the precautionary principle and the weight of evidence during the risk assessment of the Challenge substances. The Council serves as a forum for NGO and industry members to provide advice and other input to the government on various issues related to the implementation of the CMP.
The Domestic Substances List (DSL) is an inventory of approximately 23 000 substances manufactured in, imported into or used in Canada on a commercial scale. It is based on substances present in Canada, under certain conditions. When a proposed activity or use of a certain DSL substance is different from the one identified in its current use/exposure pattern, the Significant New Activity (SNAc) provisions of CEPA provides for information gathering and assessment prior to the commencement of this significamt new activity or use. A notice is developed which defines the new activity or use, the information to be provided, when it is to be provided, and a period within which it is to be assessed. The outcome of that assessment will inform whether any risk management measures may then be appropriate. The implementation of SNAcs for approximately 56 substances that are no longer in commerce in Canada is currently underway.
Plans for the improvement and expansion of the CMP Portal/Web Site have been developed and the development of additional communication products is underway, including documents to translate scientific information to a non-technical audience (Background documents). A joint CMP HC-EC Integrated Management Accountability Framework (IMAF) has also been developed and quarterly tracking of commitments is on-going.
Other CMP activities undertaken in FY 2007-2008 included:
16. Comments on Variances:
17. Results Achieved by Non-federal Partners: N/A
18. Contact Information:
Francois Dignard, HC
(613) 941-0590
francois_dignard@hc-sc.gc.ca
Mark Cuddy, EC
(819) 994-7467
mark.cuddy@ec.gc.ca
19. Approved by:
20. Date Approved:
1. Name of Horizontal Initiative: Federal Strategy on Early Childhood Development for First Nations and Other Aboriginal Children (referred to as ECD)
2. Name of Lead Department(s): Health Canada
3. Lead Department Program Activity:
First Nations and Inuit Health Programming and Services
(Additional funding to ECD Programs from:
Enhancing Early Learning and Child Care (referred to as ELCC) for First Nations Children Living on Reserve and Working Towards the First Phase of a Single Window)
5. End Date of the Horizontal Initiative:
ECD - 2006-07 and Ongoing
ELCC Single Window - 2007-08 and Ongoing6. Total Federal Funding Allocation (start to end date):
As a result of the Federal Strategy on Early Childhood Development for First Nations and Other Aboriginal Children (referred to as ECD) announced in October 2002, $320 million over five years (and ongoing) is dedicated to enhancing and expanding various federal ECD programs. In December 2004, Cabinet approved Enhancing Early Learning and Child Care (referred to as ELCC) for First Nations Children Living on Reserve and Working Towards the First Phase of a Single Window which provided an additional $45 million over three years (2005-06 through 2007-08, $14 million ongoing beginning 2008-09) to increase integration and coordination, access and quality of two federal ECD/ELCC programs (Aboriginal Head Start On Reserve and the First Nations and Inuit Child Care Initiative). This funding also included a training component.7. Description of the Horizontal Initiative (including funding agreement):
The Federal Strategy on Early Childhood Development for First Nations and Other Aboriginal Children was announced on October 31, 2002. The strategy provides $320 million over five years to: improve and expand existing ECD programs and services for Aboriginal children; expand ECD capacity and networks; introduce new research initiatives to improve understanding of how Aboriginal children are doing; and work towards the development of a "single window" approach to ensure better integration and coordination of federal Aboriginal ECD programming. In December 2004, as the first phase of a "single window", Cabinet approved an additional $45 million over three years (2005-06 through 2007-08, $14 million ongoing beginning 2008-09) to improve integration and coordination of two ECD programs - Aboriginal Head Start On Reserve and the First Nations and Inuit Child Care Initiative - beginning in 2005-06. The objectives of these funds are to increase access to and improve the quality of ELCC programming for First Nations children on reserve, and improve integration and coordination between the two programs through joint planning, joint training and co-location. Joint planning will also include INAC-funded child/day care programs in Alberta and Ontario.8. Shared Outcome(s): The Federal Strategy on Early Childhood Development for First Nations and Other Aboriginal Children complements the September 2000 First Ministers F/P/T ECD Agreement. It seeks to address the gap in life chances between Aboriginal and non-Aboriginal children by improving the developmental opportunities to which Aboriginal children (and their families) are exposed at an early age (birth to under 6 years of age).
The funding approved in December 2004 for ELCC for First Nations Children Living on Reserve and Working Towards the First Phase of a "Single Window" complements funding released to provinces and territories under the March 2003 Multilateral Framework for Early Learning and Childcare (ELCC) to improve access to ELCC programs and services.
Health Canada, Public Health Agency of Canada, Indian and Northern Affairs Canada and Human Resources and Social Development Canada work co-operatively on this horizontal initiative.10.Federal Partners | 11.Federal Partner Program Activity | 12.Names of Programs for Federal Partners | 13. Total Allocation over 5 years ($ in Thousands)* |
14. Planned Spending for 2007-2008 ($ in Thousands) |
15. Actual Spending for 2007-2008 |
16. Expected Results for 2007-2008 |
17. Results Achieved in 2007-2008 |
---|---|---|---|---|---|---|---|
1. Health Canada
Electronic Links: http://www.hc-sc.gc.ca/fnihb-dgspni/fnihb/cp/ahsor/index.htm
http://www.hc-sc.gc.ca/fnih-spni/famil/preg-gros/intro_e.html
|
First Nations and Inuit Health Programming and Services
|
a. Aboriginal Head Start On Reserve | (ECD)$107,595 (total for 2002-03 through to 2006-07); $21,519 ongoing |
(ECD)$21,519 (and ongoing) - committed in 2002 |
$19,595,041 | (ECD) Program expansion and enhancement | See notes |
(ELCC)$21,000(total for 2005-06 through to 2007-08; $6,500 ongoing |
(ELCC) $7,000 in 2005-06 through to 2007-08 with $6,500 in 2008-09 and ongoing -committed in 2004 |
$5,925,540 |
(ELCC) Increase integration, coordination, access and quality, and training |
||||
b. Fetal Alcohol Spectrum Disorder - First Nations and Inuit Component |
(ECD) $ 70,000 (total for 2002-03 through to 2006-07) and $15,000 ongoing |
(ECD) $10,000 in 2002-03 and $15,000 thereafter (and ongoing) - committed in 2002 |
$13,973,500 | Program expansion and enhancement | See notes | ||
c. Capacity Building and Networks | $5,075 (total for 2002-03 through to 2006-07); $1,015 ongoing | $1,015 (and ongoing) - committed in 2002 |
$1,099,488
|
Increased capacity | See notes | ||
d. Horizontal Training | (ELCC) $3,000 (total for 2005-06 to 2007-08) and $1,000 ongoing | (ELCC) $500 in 2005-06; $1,300 in 2006-07; and $1,200 in 2007-08 ($1,000 ongoing committed in 2004) | $1,150,000 | ELCC - increased integration, coordination, access and quality | See notes | ||
2. Public Health Agency of Canada Electronic Link: http://www.phac-aspc.gc.ca/dca-dea/programs-mes/ahs_main_e.html |
Child and Adolescent Health Promotion | a. Aboriginal Head Start in Urban and Northern Communities | $ 62,880 (total for 2002-03 through to 2006-07) | $12,576 (and ongoing) - committed in 2002 | $11,445,000 | Program expansion and enhancement | See notes |
b. Capacity Building | $2,500 (total for 2002-03 through to 2006-07) | $500 (and ongoing) - committed in 2002 | $176,000 | Increased capacity | See notes | ||
3. Human Resources and Social Development Canada | Learning and Labour Market | a . First Nations and Inuit Child Care Initiative (FNICCI) | (ECD)$ 45,700 (total for 2002-03 through to 2006-07) | (ECD)$ 9,140 (and ongoing) committed in 2002 | $16,140,000 | Program expansion and enhancement | 8538 spaces in 482 First Nations and Inuit sites through 58 Aboriginal Human Resource Development Agreement Holders |
(ELCC)$21,000 (total for 2005-06 through to 2007-08) | (ELCC)$7,000 (and $6,500 ongoing) - committed in 2005 | Increase integration, coordination, access and quality | |||||
b. Aboriginal Children's Survey | (ECD) $17,300 (total for 2003 through to 2007) and $3,440 ongoing. | (ECD) $3,540 (and $3,440 ongoing) - committed in 2002 | $01 | Data processing dissemination strategy; documentation of processes used to develop and implement the survey for 2011; Initial planning for on-reserve component of ACS | See details below | ||
c. Understanding the Early Years - Aboriginal Component | (ECD) $3,500 (total for 2002-03 through to 2006-07) and $700 ongoing | (ECD) $700 (and ongoing) - committed in 2002 | $485,000 | ECD Research and Knowledge | As a result of the 2006 UEY Call for Proposals, one Aboriginal proposal was funded with Prince Albert Grand Council, Saskatchewan. Some funds were also allocated to the management and outreach in several other UEY projects which include Aboriginal children. | ||
4. Indian and Northern Affairs Canada | Lifelong Learning - Early Learning and Childcare | a. "Single Window" Work and Capacity Building | (ECD) $5,050 - (Total for 2002-03 through to 2006-07) and $1,010 ongoing | $1,010 (and ongoing) - committed in 2002 | $592,146 | Increased capacity and development of "single window" | See notes |
Total - ECD:
$320,000 |
Total - ECD:
$60,000 in 2002-03 and $65,000 thereafter |
Total: $70,581,715 | |||||
Total - ELCC:
$45,000 |
Total - ELCC: $14,500 in 2005-06; $15,300 in 2006-07; $15,200 in 2007-08; and $14,000 ongoing |
18. Comments on Variances
1Spending figure is $0 as previous years savings were used to cover 2007-08 fiscal year expenses.
2Understanding the Early Years (UEY) Aboriginal component: In late 2004, when the national UEY initiative was announced and assigned to HRSDC's Income Security and Social Development Branch, the management of the Aboriginal component of UEY was also transferred, along with an allocation of $700K on an ongoing basis. The implementation of Aboriginal UEY was intended to
coincide with the fielding of the first data collection of the Aboriginal Children's Survey (ACS). Since the ACS was not fielded until fall 2006, the Aboriginal component of UEY was delayed.
19. Results to be Achieved by Non-federal Partners (if applicable): N/A
20. Contact Information :
Marcia Armstrong, Program Officer,
ECD Strategy Unit,
First Nations and Inuit Health Branch,
Health Canada
Postal Locator 1920D, Tunney's Pasture, Ottawa
Telephone: (613) 946-4621
Fax: (613) 952-5244
Aboriginal Head Start on Reserve
The Aboriginal Head Start On Reserve program serves over 9,000 children in over 300 First Nations communities. The majority of AHSOR funding in 2007/08 was used for First Nations community based program service delivery and development including training and minor capital. In 2007/08 work continued in key areas, including:
Fetal Alcohol Spectrum Disorder - First Nations and Inuit Component:
Key accomplishments for 07/08 include: Mentoring projects have been established in 40 sites across Canada (an increase of 10 from last year); 2 National mentor/supervisor training sessions were held; Community Coordinator positions have been established in 18 communities (an increase of 7 from last year); A broad consultation and scan was completed on evidence-based family support programs to inform the Community Coordinator framework development; and, a study was conducted and report written on improving linkages to women's addictions services.
Capacity Building and Networks:
As part of the 2002 Federal Strategy's capacity-building component, Health Canada provides funds annually to the five national Aboriginal organizations: the Assembly of First Nations, Inuit Tapiriit Kanatami, Congress of Aboriginal Peoples, Métis National Council, and Native Women's Association of Canada. As well, Indian and Northern Affairs Canada is providing annual funding to Pauktuutit Inuit Women of Canada. In 2007-08, this funding enabled these national Aboriginal organizations to contribute to the development of the Federal Strategy through strategic planning and capacity building in their own organizations. Note: the Métis National Council was not funded during 2007-08.
Funding from the Federal Strategy also continued to support the development of an Aboriginal service providers' network, which is called the Aboriginal Children's Circle of Early Learning (ACCEL). During 2007-08, ACCEL was reorganized and new material and web links were added throughout the year. An e-newsletter was distributed three times during the year. Discussions were undertaken with the National Aboriginal Health Organization to assume responsibility for ACCEL in 2008-09.
Horizontal Training:
Most of this funding goes to the regions to support training for ECD workers in AHSOR and FNICCI sites. A working group has been established with representation from AFN, INAC, HC and HRSDC and is working to develop a laddered ECD training strategy that will lead to culturally appropriate certification of providers of early learning and child care programming for First Nations
children living on reserve, as well as supporting improved coordination between AHSOR, FNICCI and INAC funded daycares in Alberta and Ontario. A survey of training requirements of ECD workers in communities was completed and the results will inform the development of a training strategy to be completed in 2008-09.
Aboriginal Head Start in Urban and Northern Communities
BC region:
Special needs training and support services.
Development of elder's and language guides. Enhanced Services Assessment.
Alberta Region:
Quality assurance through accredited training and ongoing education of the frontline staff.
Regional training and FASD training.
Improvements to services for children with special needs.
MB/Sask. Region (SK)
Evaluation and Curriculum activities.
Training on Building Capacity, Streamline Reporting and community assessment. Resources on Capacity Building.
MB/Sask. Region (MB)
Accredited training, Ages and Stages pre- and post assessment tools training, educational resources. increase capacity through database technology to streamline reporting requirements.
Quebec Region
Educational training, FASD training and resources for special speech therapy needs.
Atlantic Region:
Accredited training, Knowledge transfer and education initiative led to an increase in community capacity for language and culture, elder involvement
Northern Region:
Pan Territorial training event including CAPC, CPNP and AHS. Longitudinal evaluations,
Capacity Building activities within AHSUNC
Partnering/Collaborating with the Centres of Excellence ECD - Updating on-line encyclopedia
Partnering/Collaborating with the Centres of Excellence - Special needs resources
National Aboriginal Collaborating Centre - ECD curriculum research
Two North of 60 Case Studies on integration of AHSUNC and FNICCI programming to complement the Demonstration Projects in 17 First Nations communities across Canada.
Aboriginal Children's Survey
In fiscal year 2007-08, the majority of the data processing was done and a dissemination strategy was created. Work began to document the processes used to develop and implement the survey for future use in the 2011 survey development process. Initial planning for an on-reserve component of the ACS was undertaken in order to expand the survey to include children on-reserves.
Single Window Work and Building Capacity
In 2007-08, Indian and Northern Affairs Canada (INAC), Human Resources and Social Development Canada (HRSDC), and Health Canada (HC) implemented the Early Childhood Development (ECD) Single Window Service Delivery Demonstration Projects. These projects tested three elements including: a single funding mechanism; streamlined reporting and community development coordination/integration.
The ECD Horizontal Working Group sponsored the ECD Success Stories initiative which showcased best practices of coordination and integration of ECD programs in First Nations communities. ECD programs include: HC's Aboriginal Head Start On Reserve, HRSDC's First Nations and Inuit Child Care Initiative, Public Health Agency of Canada's Aboriginal Head Start in Urban and Northern Communities and INAC funded Ontario and Alberta Day Care programs.
Building Public Confidence in Pesticide Regulation and Improving Access to Pest Management Products
Lead Department: Health Canada
Start Date: 2002-2003
End Date: 2008-2009
Total Funding Allocated : $155M rounded up from $154.96M
Description:
The initiative is a part of the federal government's commitments as outlined in the Treasury Board submission Building Public Confidence in Pesticide Regulation and Improving Access to Pest Management Products . The Treasury Board submission and its associated Results-based Management and Accountability Framework (RMAF) describe the integrated approach by which initiatives will be measured, managed and reported throughout their life cycle. An important element of the commitments made through the Treasury Board submission is that stakeholders and public will be kept informed through a transparent management system. The participating departments will work together for shared outcomes; measure performance on delivery; and review progress achieved. This initiative incorporates efforts of six federal government partners to increase public and stakeholder confidence in the pesticide regulatory system, to protect health and environment, and to increase the competitiveness of the agri-food and forestry sectors. Research and monitoring in the area of pesticides is being coordinated with their regulation.
Under this initiative, the presence and effects of pesticides in the environment, in marine and freshwater ecosystems, and in the forest environment are being monitored. The initiative enhances monitoring and enforcement of pesticide residue limits in foods, in feed, of pesticide residues in fertilizers, and pesticide guarantee verification for fertilizer-pesticide combinations. Reduced-risk pesticides and biological pesticides for forestry are being developed and their use facilitated. Commodity-based risk reduction strategies for the agriculture and agri-food sector are being developed and implemented. Programs improving access to agricultural minor-use pesticides and reduced-risk pesticides for agricultural use are being established. Research to support the introduction of minor-use pesticides that pose a reduced risk to the environment is being conducted. A reporting system to track adverse effects of pesticides has been developed, and information on these effects will be collected and recorded. Collectively, this work is being conducted to achieve public confidence in increased conservation and protection of human health and the environment while contributing to the competitiveness of Canada's agricultural sector.
The information presented in this table has been organized along the following three main themes of this initiative:
Shared Outcomes:
Immediate Outcomes:
Intermediate Outcomes:
Final Outcome:
Increased public and stakeholder confidence in pesticide regulation, protected health and environment as well as increased competitiveness of the agri-food and forestry sectors
Governance Structures:
I. Research and monitoring
AAFC | (a) Conducting research to support the introduction of minor-use pesticides that pose a reduced risk to the environment. | $8.0 M | $3.0M | $1.3M |
Final reports and next steps for technology transfer of research results from 16 projects completed as of March 2007
|
Additional Result: Screening trials conducted resulted in identification of potential solutions for 3 key pest issues for which no solutions were known. |
CFIA | (b) Enhanced monitoring and enforcement of pesticide residue limits in food and feed. | $2.7M | $0.25M | $0.25M |
Identify food commodities consumed by targeted subgroup (children) Lab testing of an approximate 1500 samples per year Follow-up inspections for non-compliant test sample results Publish annual report of the findings of the National Chemical Residues Monitoring Program (NCRMP) Food recalls, as required, for risk mitigation and removal of hazardous foods from marketplace |
The objectives were to assess the compliance of foods consumed by children aged 3 to 15 years. The foods tested represented a random selection of foods marketed to, consumed in greater quantity by, or first eaten by children in the targeted age group. The pesticide residue results showed a high level of compliance with established limits (>98%). There was no trend observed in pesticide levels with commodity, brand name, residue or country of origin. |
CFIA | (c) Enhanced monitoring and enforcement of pesticide residues in fertilizers and pesticide guarantee verification in fertilizer-pesticide combinations. | $2.4M | $0.25M | $0.193M |
Develop monitoring and surveillance policies and processes to guide and advise operational staff on fertilizer-pesticide combinations and pesticide contaminated fertilizers. Increase interaction with the PMRA to obtain the most up-to-date pesticide safety and labelling information. Update the Compendium of Fertilizer-Use Pesticides, which contains information regarding registration, guarantees and proper labelling. Work to develop regulatory changes to facilitate updating of the Compendium more regularly, and, if successful, provide Compendium updates more regularly to the producers of mixtures and to the CFIA's inspection staff. |
Inspection Memorandum I-4-93, a document identifying inspection activities and sample quotas for the year, was provided to inspection staff. To facilitate label verification in the field and maintain consistency, a list of all registered fertilizer-pesticides and labels were updated and distributed to inspectors. Inspectors were guided on appropriate non-compliance
follow-up when needed. The pesticide guarantee verification program has been redesigned, with the assistance of stakeholders, in order to improve compliance rates. CFIA's tolerance for pesticide residues in fertilizers was reviewed and amended. Enforcement procedures in response to non-compliance were developed through a National Training Initiative to promote consistency in enforcement actions across Canada. CFIA and PMRA collaborated to develop policies and processes for joint review of products subject to regulation under both the Fertilizers Act and Pest Control Products Act . CFIA is participating in the Building Public Confidence TB Initiative Evaluation Working Group. CFIA is participating in the 6NR Pesticides and Pest Management Working Group. The 3 rd edition of the CFUP is pending publication in Canada Gazette II . CFIA is exploring regulatory changes and expedited mechanisms to allow for more frequent updates. A new format is being created to facilitate public availability, and updates were distributed. A regulatory change to update the definition of the CFUP so that it references the third edition is currently pending apporval. Advise CFIA Operations on appropriate follow-up procedures and recommendations regarding the significance of sample analytical results. Sample fertilizer-pesticide combinations to verify guarantees. Sample fertilizers suspected to be contaminated with pesticides. Verify fertilizer-pesticide labels. Conduct investigation and compliance activities (anticipated based on sampling and inspection frequencies). Analyze samples submitted by inspectors. |
DFO | (d) Monitor and research the presence and effects of pesticides in marine and freshwater ecosystems. | $7.9 M | $1.0M | $1.0M |
DFO will provide the PMRA with final reports on regional National Fund projects. These research projects will be focused to address key research knowledge gaps, as they were in 2006-2007, after consultation with PMRA.
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EC | (e) Monitor and research on presence and effects of pesticides in the environment. | $7.16M | $1.0M | $1.0M |
EC will:
Based on cycle 1 results, EC has set out to deliver on a second cycle of research and monitoring of pesticide presence and impacts in the environment. The EC-Pesticide Program Coordinating Committee (PPCC) was presented with project highlights and advice from PSF recipients of the first cycle of projects (2003-2006). The PPCC (has PMRA membership) then developed a new set of priorities for pesticide science at EC has set out to deliver on 10 new research projects that are linked to regulatory decision-making priorities. In 2007-2008, status updates will be given to the following:
In order to better integrate and coordinate EC research with regulation, EC will continue to work with the PMRA in the implementation of the EC/PMRA MOU. The MOU has four components, Science Policy, Knowledge Generation, Issue Management and Compliance Promotion and Enforcement EC will continue working on providing leadership in the development and implementation of a federal, co-ordinated pesticides science strategy for research and monitoring through the Interdepartmental Committee. As well EC will continue to contribute to PMRA's pesticide assessments where appropriate, will coordinate with PMRA on the development of environmental quality guidelines and will continue to provide science/policy advice on key Government of Canada policies as they relate to pesticide management and use in Canada. |
EC was able to meet its commitments under the BPC initiative. EC's Pesticide Science Program now resides under the "Risk to Canadians" Result stream while continuing to be coordinated by the EC PPCC. We have maintained and are continuing activities addressing the following areas:
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HC (PMRA) | (f) Linking pesticide regulation and research. | $4.2M | $0.8M | $0.8M |
Identify PMRA's research and monitoring priorities annually and communicate to 5NR partners through regular meetings and other avenues as needed. Facilitate discussion among the 5NR on identifying actions to address specific priorities, including collaborative research. Discuss with the 5NR how the results of their research and monitoring are used in regulatory decisions to build better linkages between research and regulation. Facilitate the two-way communication and coordination between regulation and research between governments within Canada (through PMRA's FPT Committee) and internationally as well as with the private and academic sectors, through presentations linking research and regulation at regional, national and international meetings.(e.g., through SETAC, CSA, IUPAC). To strengthen the framework in linking pesticide research and monitoring, develop a MOU amongst the 5NR on linking research to regulation. Continue to improve and expand the use of probabilistic risk assessments. |
An integrated research and monitoring workplan was developed among the 6NR partners in 2007-2008. The process involved PMRA identifying the areas of research that would enhance its capacity to effectively regulate pesticides from the point of view of human and environmental health. Areas identified to date include monitoring levels of pesticides in the environment,
effects of pesticides on the environment, the development and peer review of the science used in risk assessments of pesticides, and the development of risk reduction strategies. 6NR partners in turn identified the research initiatives to be undertaken over the next several years that would address some of these research gaps. Since many of the research and monitoring
gaps identified by the PMRA are being undertaken by 6NR partners as ongoing initiatives, or as part of 3-4 year research cycles, the integrated workplan is considered a living document that will updated, as required, when priorities change among the participating 6NR partners. The PMRA tracks when results of research and monitoring are used in our regulatory decisions. When the results of 6NR research are pivotal in a regulatory decision the PMRA contacts the partner providing the information to confirm that the information is being used in an appropriate manner, that the results are being interpreted correctly, and to help identify possibilities for future research. In 2007-2008 the PMRA presented its methodologies and research needs at numerous regional, national and international meetings (e.g., OECD, NAFTA, PMRA FPT Committeee, Conferences, etc) . In addition, the PMRA made presentations to stakeholders explaining how research results are used in pesticide regulation. A 6NR MOU was developed in 2007-2008 and signed by the responsible Director Generals/ Executive Directors of the 6NR departments/agencies. This MOE clearly delineates the various roles and responsibilities of the partners with respect to information sharing and maintaining the confidentiality of unpublished materials. The MOU also establishes a DG level committee to coordinate an integrated approach to establishing research and monitoring priorities with the aim of strengthening pesticide regulation in Canada. A probabilistic risk assessment working group has been established within the PMRA. This group has and will continue to receive training in advanced risk assessment methods including probabilistic risk assessments. The group also has and will continue to meet with counterparts in other jurisdictions (EPA, EU) to exchange information, tools, and approaches for advanced risk assessments including the use of probabilistic methods. The working group will act as a resource to other scientists within the PMRA when advanced risk assessment methods are required |
HC (PMRA) | (g) Conducting research to support the introduction of minor-use pesticides that pose a reduced risk to the environment. | $3.5M | $1.2M | $1.2M |
Advance risk assessment methodologies (e.g., occupational exposure assessment) through research to support the harmonization of risk assessment methodology with international partners (US EPA; California Department of Pesticide Regulation). Develop/expand on crop grouping schemes to incorporate additional minor use crops (NAFTA/CODEX Initiative). This will facilitate dietary risk assessment of minor use crops. Validate recently updated agricultural data that are being used to develop crop field trials for setting Maximum Residue Limits on both major and minor use crops. |
In 2007-08, the PMRA participated in meetings with international partners regarding data development for use in further estimating occupational exposures to pesticides. Mixer/loader/applicator exposure data was completed and submitted to the PMRA and other international regulatory partners for use in exposure assessments for agricultural workers. 4 crop grouping schemes were approved in 2007-08. Revisions to other crop grouping schemes are ongoing. Validation of the agricultural data was completed in 2007-08. A Regulatory Proposal was issued on Guidelines for the Registration of Low-Risk Biochemicals and other Non-Conventional Pesticides. |
NRCan | (h) Research and monitor pesticides in the forest environment. | $3.5M | $0.5M | $0.3M |
Review the final reports and publications of research work for four projects. Provide results to clients/stakeholders and PM RA. The completed research projects are:
|
Reviewed final reports and publications and provided information to stakeholders and regulators through the 2007 National Forest Pest Forum, SERG-International (Feb 2008) workshops, etc. The potential environmental effects were conducted on Neem (Azadirachtin) as a systemic insecticide against the emerald ash borer. This was in place of imidacloprid, due to urgency and availability. The results of this study indicate that applications of azadirachtin do not have deleterious effects on aquatic and terrestrial microbial species. An updated final report is pending receipt of additional data on actual azadirachtin concentrations from collaborators. Current work on the prevention of annosus root rot with the pathogenic fungus Phlebiopsis gigantea is at the licensing stage. The Enhanced Pest Management Methods (EPMM) funding was focused on environmental impacts of systemic insecticides for invasive insect control. The latest insecticide was azadirachtin. The experimental work is completed and the data have been analysed. The previous work on imidacloprid produced four scientific journal papers and four presentations at conferences. The technological developments and scientific knowledge generated through the "Spray Advisor" project are captured through reports to funding agencies, journal publications and through direct technology transfer initiatives including a full demonstration site and workshops targeted for transfer of the Decision Support System (DSS) to foresters, aerial applicators and regulators. |
II. Developing and implementing commodity specific risk reduction strategies
AAFC | (a) Commodity based risk reduction strategies. | $19.3M | $2.5M | $1.7M |
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HC (PMRA) | (a) Commodity based risk reduction strategies (RR). | $25.7M | $4.0M | $4.0M |
Planned staffing actions in 2006-2007, indeterminate positions. Ongoing consultations with stakeholders. Work share with other government departments and 5NRs. Work on pesticide risk indicator: consult, build and validate database. Determine, together with AAFC, the next groupof priority crops for the program. Workshare with AAFC on new crop profiles and issue documents and finalising existing documents. Work with AAFC to define the scope of the program for each commodity, including ways to increase participant buy in and the development of an exit strategy which will promote maintenance of the stakeholder groups after cessation of government involvement. Risk reduction strategies have been developed for pulse crops and canola. A long term fireblight management strategy has been developed for apples. Steering committee and working groups have been meeting to explore potential solutions to identified priorities and to implement steps to resolve these issues. Substantial progress has been made in the development of strategies and the formation of steering committees to lead the strategies for a number of other crops, particularly, greenhouse vegetables, grape, peach, potato, soybean, strawberry and apple. Working groups have been set up and are building action plans to achieve solutions for identified issues. Consultations will be held this year with stakeholders of raspberry and blueberry (high bush and low bush), followed by steering committee meetings in March. In addition to work on commodity based risk reduction strategies, PMRA is working with stakeholders to develop strategies to address issues in a number of nonagricultural sectors, including forestry, the heavy duty wood preservatives industry, ornamental and landscaping, structural pest control, food processing, storage pest control and honey production. |
Staffed 2 positions. The Pesticide Risk Reduction Program held consultations with stakeholders of priority crops to gain national consensus on key pest management issues for lowbush blueberry and highbush blueberry, carrot and onion, raspberry, sweet corn and strawberry. A total of 11 Steering Committee meetings were held with 9 of the priority crops and 32 working group meetings were held to build strategies toward low risk solutions for key grower issues. As part of this strategy work, PMRA facilitated communication between stakeholders (registrants, researchers, grower organizations and provincial government) and the agency on 76 products, including 16 biopesticides and 19 low risk pesticides. Through joint work with AAFC under this program a number of new reduced risk pest management practices and products are now available to agricultural growers. Risk indicator database environment completed at 100%. Database health completed at 95%. 100% expected mid May 08. Model update done at 100%, Technical publication at 70% completion expected end of May and public documentation at 100% The PMRA provided technical expertise and background information on the regulatory status of products for 15 focus group discussions and held focus group discussions for canola. Information from these focus groups was used by AAFC to develop new crop profiles and update information in existing crop profiles. Linkages were strengthened with a number of stakeholders, including growers and their associations, provincial extension, registrants, researchers and other national and international government departments through work under the Pesticide Risk Reduction Program and joint work and participation in a number of areas, such as the On Farm Food Safety Program, Canadian General Standards Board Committee on Organic Agriculture and NAFTA. These linkages help to improve stakeholder confidence is pesticide regulation through collaborative efforts and greater understanding of the regulatory framework. The PMRA is working with the Environmental Protection Agency to coordinate and harmonize North American regulatory activities pertaining to playing field for North American trade of commodities affected by the phase-out of AZM. In addition, the PMRA has begun working with Canadian stakeholders to develop strategies to transition to lower risk products and management practices from key uses being phased out through the re-evaluation process. Work is progressing in collaboration with stakeholders on the registration of new alternative for the control of bed bugs, the development of a new CSA standard for HDWP, and of a new approach to efficacy based crop grouping for ornamentals. |
III. Generation of data to support the registration of reduced-risk and minor-use pesticides for the agricultural and agri-food sector and reduced-risk pesticides and biopesticides for forestry
AAFC | (a) Improving access to agricultural minor-use pesticides, and reduced-risk pesticides for agricultural use. |
$33.7M $12.0M |
$6.5M $2.0M |
$5.7M $2.0M |
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The 2007-2008 Minor Use (MU) Priority Setting Meeting was delayed until April 2008 (2008-2009 FY); however, 38 priorities were selected. 19 joint AAFC/US MU projects were selected during the IR-4's planning meeting (Oct 31 - Nov 1, 2007). AAFC consulted with and solicit written support from the pesticide registrants whose pesticides were chosen for the crop-pest research priorities selected. As several of the priorities selected were with unregistered pesticides and the PMRA does not accept PSCR for unregistered pesticides, AAFC could not submit for all selected priorities. Draft study plans were prepared for all projects in which trial would be conducted in 2008 prior to the 2008 Field RFP (February 2008). Over 500 field and greenhouse trials were conducted in 2007. All residue trials respected GLP requirements without any significant observations. 45 AAFC MU projects were completed and submitted to either the registrant or PMRA during the 2007-2008 FY. |
HC (PMRA) | (a) Improving access to agricultural minor-use pesticides, and reduced-risk pesticides for agricultural use. | $20.8M | $4.0M | $4.0M |
Product evaluation work-review presubmission proposals from AAFC and provincial coordinators and issue data requirements. Register new minor crop uses, including minor use and reduced-risk products and uses. Harmonization work and regulatory projects-Joint Reviews in collaboration with the U.S. EPA, AAFC and U.S. Department of Agriculture IR-4 Program, further work on crop groupings and on Maximum Residue Levels (MRL) promulgation. Increase communication and provide feedback to AAFC to improve the quality and use of scientific rationales. |
No. of D 3.1 Received 129 Passed 90 Reviewed 96 No. of D 3.2 Received 109 No. C6.3 Label Review The PMRA registered 663 new minor uses through submissions for new or amended pest control products, including 546 food uses and 117 non-food uses, thus helping to reduce the technology gap which exists between Canada and its export markets. This gap was further reduced through the initiation of PMRA/EPA Joint Reviews/Registrations of minor use label expansions which resulted in the registration of the first joint label expansions. PMRA is working with the EPA and regulatory agencies in other jurisdictions to expand the use of joint reviews and work sharing for minor uses. |
NRCan | (b) Develop and facilitate the use of reduced-risk pesticides and biological pesticides for forestry. | $4.1M | $0.5M | $0.4M |
Review final reports of five projects funded for one year only, and plan strategy and priorities for future funding. NRCan will continue work to integrate and coordinate activities with the other 5NR partners and stakeholders. Collaborate in the development of the "National Forest Pest Strategy". The NRCan-CFS Minor Use Advisor hired under this fund will continue to work in collaboration with AAFC at the to facilitate registration of reduced risk/minor use pest control products against pest on outdoor woody ornamentals and forests. Coordinate and report on six projects for minor use pesticides in Canada. Support for the 2007 National Forest Pest Management Forum at the Ottawa Congress Centre. Support for a new round of forest projects on reduce risk pest control products. |
Results of the following projects funded under NRCan pesticides program were: The synthetic pheromone (called fuscumol) of the brown spruce longhorn beetle was formulated in biodegradable Heron flakes, and release rates were quantified. A patent application was submitted for "fuscumol" aggregation pheromone of the spruce longhorn beetle. Development and testing pheromone formulations for use in early intervention pest management strategies of the spruce budworm - The spruce budworm pheromone product, "Hercon Disrupt Micro-Flake SBW", for suppression is nearing registration. A demonstration trial was designed to familiarize end- users with the spruce budworm pest management potential of the Disrupt Micro-Flake SBW formulation and the Hercon Pod dispersal system. The Development of a Bacillus thuringiensis product for control of sawflies - Efforts to establish a laboratory colony from field-collected Diprion similis sawfly larvae was unsuccessful due to the low availability of larvae in the field. Isolates from the culture collection were obtained and cultured spore-crystal suspensions are being held until there is a sawfly colony for bioassays. Calibration of a sex pheromone monitoring and trapping system for the blackheaded budworms - In 2007, the budworm populations were very low resulting in low trap catches and very low egg deposition. Therefore, the basic trap calibration could not take place and the project is terminated until higher population levels are found. However, the pheromone lures did prove effective in detecting low numbers of the budworms. Studies are underway on the use of the pathogenic fungus Beauveria bassiana against white pine weevil and other bark beetles. The team has developed an expertise in molecular and morphological identification of fungi. The Enhanced Pest Management Methods S&T Program (EPMM) is now integrated into the National Forest Pest Strategy. The NRCan-CFS Minor Use Advisor continued to collaborate with AAFC to facilitate registration of reduced risk pest control products against pest on outdoor woody ornamentals and forests. The Advisor is involved in 17 AAFC national minor use "A" priority projects - all forestry and ornamentals related 4 uses of pesticides have been registered and another 3 were submitted to the PMRA for final review. Provided financial and research support for the 2007 National Forest Pest Management Forum which consists of stakeholders, managers, regulators, and others interested in pest management. Presentations and posters were presented on projects funded under this program. |
TOTAL | $154.96M | $27.5M | $23.843M |
Results to be Achieved by Non-federal Partners: n/a
Contact Information:
Grace Lewis, Project Officer
Policy, Communications and Regulatory Affairs Directorate, PMRA
613-736-3592
Approved by:
Jason Flint, A/Director General
Policy, Communications and Regulatory Affairs Directorate, PMRA
613-736-3914
Date Approved: 21 July 2008
1. Name of Horizontal Initiative: Federal Tobacco Control Strategy 2007-2011
2. Name of Lead Department: Health Canada
3. Start Date: 2001
4. End Date: 2011
5. Total Federal Funding Allocation: $361.0 M
6. Description:
The Federal Tobacco Control Strategy (FTCS) establishes a framework for a comprehensive, integrated, and multi-faceted approach to tobacco control. It focuses on four mutually reinforcing components: protection, prevention, cessation and product regulation.
The FTCS 2007-2011 is driven by the Government's longstanding commitment to reduce the serious and adverse health effects of tobacco use. The Strategy is led by Health Canada (HC) and involves several federal partners.
7. Shared Outcome:
The goal is to reduce overall smoking prevalence from 19% in 2005 to 12% by 2011.
Objectives:
8. Governance Structure:
Resources for implementation of the FTCS were allocated to a number of departments and agencies. HC is responsible for regulating the manufacture, sale, labelling and promotion of tobacco products, as well as developing, implementing and promoting initiatives that reduce or prevent the negative health impacts associated with smoking.
Partner departments and agencies are:
9. Federal Partners Involved in each Program | 10. Names of Programs | 11. Total Allocation for 2007-2011 | 12. Forecasted Spending for 2007-2008 | 13. Actual Spending in 2007-2008 | 14. Planned Results for 2007-2008 | 15. Achieved Results in 2007-2008 |
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1. HC | FTCS | $284.2 M | $56.8 M | $55.1 M | See text below. | See text below. |
2. PS | FTCS | $3.0 M | $0.6 M | $0.6 M | See text below. | See text below. |
3. ODPP | FTCS | $11.2 M | $2.2 M | $2.1 M | See text below. | See text below. |
4. RCMP | FTCS | $8.6 M | $1.7 M | $0.8 M | See text below. | See text below. |
5. CRA Assessment and Client Services (previously Assessment and Collections) Excise and GST/HST Rulings Directorate/ Legislative Policy and Regulatory Affairs Branch |
FTCS |
$4.0 M ($54.0 M total allotment to CRA, includes $50.0 M to Customs/CBSA and $4.0 M to CRA) |
$0.8 M ($10.8 M allocated between Customs/ CBSA ($10.0 M) and two CRA areas ($0.8 M) |
$0.2 M $0.6 M |
See text below. | See text below. |
6. CBSA Intelligence Directorate and Travellers Division | FTCS |
$28.5 M for activities plus $21.5 M for loss of duty-free licensing |
$5.7 M for activities plus $4.3 M for loss of duty-free licensing | $5.7 M for activities plus $4.3 M for loss of duty- free licensing | See text below. | See text below. |
Total 2007-2011 |
Total $361.0 M |
Total $72.2 M |
Total $69.4 M |
16. Comments on Variances:
As part of the September 2006 expenditure review, the HC, First Nations and Inuit Health Branch portion of the FTCS funding was eliminated. This reduced HC's overall budget by $8.3 M in 2007-2008, $10.8 M in 2008-2009 and ongoing.
17. Results Achieved by Non-federal Partners:
Through funding provided by the FTCS, the Akwesasne Mohawk Police (AMP) have been able to increase their surveillance and monitoring of tobacco smuggling. The AMP have reported participating in Joint Forces Operations that have led to charges and seizures, including tobacco. All tobacco seizures made by the AMP are turned over to the RCMP for prosecutions and reported through the RCMP Cornwall Detachment.
The AMP have enhanced their capacity in intelligence development and specialized criminal investigation techniques through work with Canadian and U.S. law enforcement partners in the Integrated Border Enforcement Team in the Cornwall area. In addition, they have had an opportunity to lead and participate in Joint Forces Operations related to cross-border criminal activities and organized crime.
18. Contact Information:
Brenda Paine
(613) 941-9826
19: Approved By:
20. Date Approved:
14. Planned Results for 2007-2008 | 15. Results Achieved in 2007-2008 | |
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1. Health Canada |
1) Protecting Canadians from inducements to smoke through development of regulations to restrict the display at retail of tobacco products, branded accessories and signs on the availability and price of tobacco products. 2) Toxicological testing of tobacco products and bio-markers of exposure to tobacco products will be undertaken. 3) The FCTS will combine an ongoing evaluation strategy built on its approved Results-based Management Accountability Framework, with cost-effectiveness studies and econometric modelling. 4) Health Canada will explore innovative risk assessment methodologies to assess whether modified tobacco products are more or less toxic than products now on the market. 5) The signing of the WHO FCTC is an opportunity to ensure that international policy and Canada's policy are mutually reinforcing. 6) Monitor the impact of tobacco control initiatives through the Canadian Tobacco Use Monitoring Survey (CTUMS). |
Provinces and territories enacted legislation banning display at retail, therefore, Health Canada did not continue its regulatory requirement. The Department undertook development work on bio-markers. Results will be available in 2010. Cost-effectiveness and econometric modelling for 2007-2008 was completed. A variety of products were looked at, including smokeless tobacco and cigars, and their toxicity against cigarettes was assessed. Like cigarettes, these products are mutagenic, cytotoxic, and genotoxic. Canada participated at WHO FCTC Conference of Parties and assisted other countries with their implementation of the FCTC. Results from the CTUMS for data collected between February and June 2007, reveal that 19% of the population (just under five million Canadians) aged 15 years and older were smokers. Among youth aged 15-19 years, 15% were current smokers. The prevalence of smoking among young adults aged 20-24 years was reported at 24%. |
2. PS | Enhanced partnership arrangement with Akwesasne Mohawk Police. |
See Results Achieved by Non-federal Partners above. In February 2008, Public Safety led Canada's delegation that participated in the first International Negotiating Body to develop a protocol on illicit trade in tobacco products. The objective is to develop a protocol, for adoption in 2010, that will create international standards to curb illicit trade in tobacco products. |
3. ODPP |
1) Prioritize fine recovery for fines ordered under cigarette contraband and tobacco sales to youth convictions. 2) Increase the number of fines satisfied by a minimum of 15 percent. 3) Analyze trends and prioritize the most effective and least costly recovery methods. 4) Prioritize payment of fines over incarceration, but enhance enforcement measures when appropriate. 5) Reduce costs to client departments in regards to fees incurred for Crown counsel attending motions for extensions in the delay to pay a fine. |
The Fine Recovery Program continued to focus on these priorities, adjusting its enforcement focus in accordance with changes in the volume and nature of contraband activity, resultant convictions and fines ordered. 2) Rigorous and effective pursuit of outstanding fines in all regions resulted in a significant increase in amounts collected. 3) Priority is given to the most cost-effective methods of recovery, in particular, demand letters, telephone calls and negotiating payment agreements. In addition, progress was made toward a new tool for more efficient fine collection in partnership with CRA (refund set-off). 4) Emphasis was placed on fine payments rather than incarceration, including through use of negotiated payments and civil measures to seize assets when appropriate and necessary. 5) Crown counsel assigned to Fine Recovery Units continued to oppose all motions for payment extensions heard at court, resulting in a decrease in counsel fees to client departments for these hearings, and contributing to greater compliance with fine orders. |
4. RCMP |
1) Provide the Department of Finance, HC and other partners with updates on illicit tobacco trade activities. 2) The RCMP monitors illegal activities at and along the Canada/U.S. border through use of strategic detection and surveillance equipment. 3) Expand cooperation with international and national law enforcement partners. |
1) Regular reports on the illicit tobacco situation were provided to Finance and HC. Reports are provided to other partners and key Ministerial entities upon request. Tobacco analysts attend regular meetings to brief the Department of Finance and provided the Department with the 2006 Strategic Intelligence Assessment. The 2007 Strategic Intelligence Assessment will
be submitted in August 2008. Release of the RCMP 2008 Contraband Tobacco Enforcement Strategy, whose overall goal is to nationally reduce the availability of and decrease the demand for contraband tobacco, while supporting government health objectives. 2) Improved border security through use of sophisticated technology which permits detection and monitoring of illegal border intrusions, resulting in vital intelligence and eventual enforcement actions. Joint Canada/U.S. Shiprider Operation in 2007 in Cornwall/St. Lawrence Seaway region targeted cross-border smuggling and intelligence gathering. 3) Co-hosted the 2008 Joint U.S./Canada Tobacco Diversion Workshop with American and Canadian agencies. Broad participation in the Interprovincial Tax Investigators Conference focused on contraband tobacco and other illicit tobacco issues. Involved as participant with the Department of Public Safety Task Force on Contraband Tobacco to identify potential concrete measures that will disrupt and reduce trade in contraband tobacco. Participated in 2008 at an information-sharing workshop with the U.S. Alcohol, Tobacco, Firearms and Explosives Agency on current contraband tobacco investigations. Participated in February 2008 at the WHO-FCTC negotiations on a Protocol for Tobacco Control. |
5. CRA | 1) Systems adjustments and maintenance to reflect legislative changes that affect rates, reporting and refunds, as well as program changes to include duty-free shops and ships' stores. | 1) Systems and reporting capabilities were maintained as required to meet program requirements. |
Assessment and Benefit Services (previously Assessment and Collections) | 2) Verify export activity. | 2) The Tobacco Enforcement Verification Program (field) effectively monitored movement of exported tobacco products. |
Excise and GST/HST Rulings Directorate/ Legislative Policy and Regulatory Affairs Branch | 3) Ensure compliance with legislative requirements imposed on the manufacture, sale and possession of tobacco products in Canada. | 3) Excise duty officers performed audits and regulatory reviews of licensed manufacturers to ensure compliance with legislative requirements. |
4) Work with stakeholders to monitor and assess effectiveness of measures used to reduce contraband tobacco. | 4) Participated on a number of committees dealing with monitoring and control of tobacco products, including those dealing with interprovincial issues. Co-hosted the Tobacco Diversion Workshop with Canadian and U.S. participation. | |
5) Provide Department of Finance with advice to assist in development of policy and determination of the magnitude and timing of future tax increases. | 5) Met with Department of Finance as required. Provided industry and product information. | |
6) Support RCMP enforcement activity. | 6) Supported RCMP enforcement activity by providing information about specific tobacco transactions as well as expert testimony and affidavits. | |
6. CBSA Intelligence Directorate |
1) Provide advice to Department of Finance on matters that will impact the future tax structure on tobacco. | 1) Attended monthly meetings with Department of Finance and partners to discuss and serve as a reference for questions on tobacco issues. |
2) Monitor and report on the contraband tobacco situation in Canada. | 2) Provided monthly analysis of the national contraband situation by compiling reports received from the Regions. Partnered with RCMP in annual risk assessment of the nature and extent of tobacco contraband activity. Coordinated development of tobacco intelligence in the Regions. | |
3) Expand cooperation with international and national law enforcement partners. | 3) Actively participated in Joint Force Operations with law enforcement partners across the Regions. Co-hosted the Joint U.S./Canada Tobacco Diversion Workshop 2008 with American and Canadian agencies. Developed and maintained contact with international tobacco enforcement personnel. | |
Travellers Division | Collection of tobacco duties imposed on personal importations of returning Canadians. | CBSA front-line officers collected duties and taxes from previously exempted personal importations of tobacco. |
During fiscal year 2007-2008 Human Resources and Social Development Canada was involved in the following horizontal initiatives. Unless otherwise mentioned in the list, Human Resources and Social Development Canada acts as the lead department for these initiatives.
|
Name of Horizontal Initiative: Aboriginal Skills and Employment Partnership Program | |||||||
Name of Lead Department: Human Resources and Social Development Canada |
Lead Department Program Activity: Labour Market |
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Start Date of the Horizontal Initiative: October 3, 2003 |
End Date of the Horizontal Initiative: March 31, 2012 |
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Total Federal Funding Allocation (start to end date): $199.5M | |||||||
Description of the Horizontal Initiative (including funding agreement):
The Aboriginal Skills and Employment Partnership program was initially an $85 million initiative beginning in 2003 to 2009. Budget 2007 expanded and extended the program through an additional investment of $105 million for 2007-2012. The Aboriginal Skills and Employment Partnership is targeted at developing the skills of Canada's Aboriginal workforce, promoting maximum employment for Aboriginal people on major economic developments across Canada and providing lasting benefits for Aboriginal communities, families and individuals. The Aboriginal Skills and Employment Partnership program is an opportunity driven initiative that is implemented through formalized partnerships between the private sector and Aboriginal communities (and others such as the province and training institutions). The partnerships are responsible for jointly developing and managing comprehensive, multi-year skills
development plans that will ensure long-term highly skilled sustainable employment as a result of the projects. The comprehensive Aboriginal training-to-employment plan covers a broad continuum ranging from basic skills, literacy and academic upgrading, through job-specific training and apprenticeships to retention counselling and other on-the-job supports. The plan must
have a commitment from the employers to provide at least 50 long-term (sustainable) jobs for Aboriginal people. The partnership must also make a significant financial contribution to the training plan and must develop a governance model that will manage and oversee the project. |
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Shared Outcome(s) :
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Governance Structure(s):
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$ Million | |||||||
Federal Partners |
Federal Partner Program Activity |
Names of Programs for Federal Partners |
Total Allocation (from start to end date) |
Planned Spending for 2007- 2008 |
Actual Spending for 2007- 2008 |
Expected Results for 2007-2008 |
Results Achieved in 2007-2008 |
Human Resources and Social Development Canada | PA 1 | a. Aboriginal Skills Employment Partnership |
$190.0M (program and operating) |
$20.8M (program and operating) |
$17.5M (program and operating) |
|
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National Resources Canada | PA 1 | a. ASEP - New Brunswick Project | $0.4M | $0.0M | $0.1M | n/a | n/a |
Indian and Northern Affairs Canada | PA 2 | (a) ASEP Manitoba Hydro Northern | $3.3M | $0.0M | $0.0M | ||
(b) Nunavut Fisheries Training | $0.3M | $0.0M | $0.0M | ||||
(c) Mine Training Society | $5.5M | $0.0M | $0.9M | ||||
Total $199.5M |
Total $20.8M |
Total $18.5M |
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Comment(s) on Variance(s) :
Variance due to delays in project proposals start dates which will occur next fiscal year |
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Results to be Achieved by Non-federal Partners (if applicable):
n/a |
|||||||
Contact Information: Keith Conn, Director General, Aboriginal Affairs (819-997-8551) Skills and Employment Branch keith.conn@hrsdc-rhdsc.gc.ca Place du Portage, Phase IV 140 Promenade du Portage Gatineau, Quebec |
Name of Horizontal Initiative: Youth Employment Strategy | |||||||
Name of Lead Department: Human Resources and Social Development Canada |
Lead Department Program Activity: Labour Market |
||||||
Start Date of the Horizontal Initiative: April 1, 2003 |
End Date of the Horizontal Initiative: Ongoing |
||||||
Total Federal Funding Allocation (start to end date): On-going Funding | |||||||
Description of the Horizontal Initiative (including funding agreement):
The Youth Employment Strategy supports Canadian youth as they move into the world of work. The Strategy plays a role in developing Canada's workforce by providing young Canadians with access to programs and services to help them gain the skills, knowledge, career information and work experience they need to find and maintain employment and make a successful transition into the labour force. The Youth Employment Strategy is designed to respond to labour market challenges facing youth, aged 15 to 30. The Strategy has three program streams: Skills Link, Career Focus and Summer Work Experience, which includes the Canada Summer Jobs initiative. Skills Link provides youth-at-risk with opportunities to develop skills they need to find work or return to school. Career Focus helps post-secondary graduates find work in their area of specialization. Summer Work Experience helps secondary and post-secondary graduates acquire career-related skills and financing for their education through summer jobs. The Government of Canada's support to young Canadians is a shared responsibility and a partnership effort among many departments and organizations. Human Resources and Social Development, along with 11 other federal government departments, work cooperatively with other levels of government, Aboriginal organizations, educational institutions, and private sector,
not-for-profit and voluntary sector organizations to deliver Youth Employment Strategy initiatives. |
|||||||
Shared Outcome(s) :
The shared outcomes of partners for the common key results are:
|
|||||||
Governance Structure(s):
The Youth Employment Strategy has in place an umbrella Results-based Management and Accountability Framework (RMAF) that represents a commitment among the twelve participating federal departments to undertake ongoing collection of common performance management data to ensure effective overall performance management of the program. As lead department, Human Resources and Social Development Canada with Service Canada chairs and is responsible for the coordination and management of an Interdepartmental Operations Committee that is responsible for reporting on the implementation of the Youth Employment Strategy. The Evaluation Steering Committee is another Youth Employment Strategy interdepartmental committee. There is also a Communications Sub-Committee reporting to the Operations Committee. Youth Employment Strategy initiatives are delivered nationally, regionally and locally using a variety of funding instruments, such as contribution agreements and some direct delivery methods. Transfer payments are provided primarily by participating departments through contribution agreements and service delivery agreements in support of participants' remuneration and overhead costs. Youth Protocols for joint planning mechanisms have been signed with Newfoundland and Labrador, Nova Scotia, Prince Edward Island, New Brunswick and Manitoba. |
|||||||
$ Million | |||||||
Federal Partners |
Federal Partner Program Activity |
Names of Programs for Federal Partners |
Total Allocation (from start to end date) |
Planned Spending for 2007- 2008 |
Actual Spending for 2007- 2008 |
Expected Results for 2007-2008 |
Results Achieved in 2007-2008 |
1. Human Resources and Social Development Canada and Service Canada | PA 1 | a. Career Focus | On-going | 13.0 | 11.6* |
HRSDC - Sectoral Career Focus
|
HRSDC - Sectoral Career Focus
|
Service Canada
|
Service Canada
|
||||||
b. Skills Link | 167.5 | 141.0* |
HRSD with Service Canada
|
|
|||
PA 2 | c. Summer Work Experience | 54.2 | 107.4* | HRSD with Service Canada No targets set (program under review as part of government's commitment to on-going program expense review) |
|
||
2. Agriculture and Agri-Food Canada | PA 1 | a. Career Focus | 1.1 | 0.8 | Targets are not set by HRSDC for other Government departments |
|
|
3. Canadian Food Inspection Agency | PA 1 | a. Career Focus | 0.1 | 0.1 |
|
||
4. Canadian International Development Agency | PA 1 | a. Career Focus | 6.4 | 5.5 |
|
||
5. Canadian Heritage | PA 1 | a. Career Focus | 0.9 | 0.9 |
|
||
b. Summer Work Experience | 9.8 | 7.2 |
|
||||
6. Environment Canada | PA 1 | a. Career Focus | 3.3 | 1.6 |
|
||
7. Industry Canada | PA 1 | a. Career Focus | 9.8 | 8.1 |
(CFS-TWEP)
|
||
b. Summer Work Experience | 10.0 | 5.5 |
(CAP YI - Summer)
|
||||
8. National Research Council | PA 1 | a. Career Focus | 5.4 | 5.0 |
|
||
9. Natural Resources Canada | PA 1 | a. Career Focus | 0.6 | 0.6 |
|
||
10. Canada Mortgage and Housing Corporation | PA 1 | a. Skills Link | 1.0 | 1.0 |
|
||
11. Indian and Northern Affairs Canada | PA 1 | a. Skills Link | 14.0 | 15.4 |
|
||
b. Summer Work Experience | 10.0 | 9.8 |
|
||||
12. Parks Canada | PA 1 | a. Summer Work Experience | 2.0 | 2.0 |
|
||
Total On-going |
Total 309.1 |
Total 323.5 |
|||||
Comment(s) on Variance(s) : Actual spending was higher than planned spending due to funding received by HRSDC through the 2007-2008 Supplementary Estimates (A) for the Canada Summer Jobs program in the Summer Work Experience YES stream, offset by delays in implementation of Skills Link and Career Focus projects as well as the inability of some employers funded under the Canada Summer Jobs to fill all the positions for which they were approved for funding and because some students left their jobs early. |
|||||||
Results to be Achieved by Non-federal Partners (if applicable): n/a |
|||||||
Contact Information:
John Atherton, |
|||||||
*Note - HRSDC's actual spending in 2007-2008 includes estimated operating resources of $23.9 million. |
Name of Horizontal Initiative: Canada Student Loans Program | |||||||
Name of Lead Department: Human Resources and Social Development Canada |
Lead Department Program Activity: Learning |
||||||
Start Date of the Horizontal Initiative: August 1, 1964 |
End Date of the Horizontal Initiative: Ongoing |
||||||
Total Federal Funding Allocation (start to end date): Ongoing |
|||||||
Description of the Horizontal Initiative (including funding agreement):
The purpose of the Canada Student Loans Program is to promote accessibility to post-secondary education for individuals with demonstrated financial need by lowering financial barriers through the provision of loans and grants and to ensure Canadians have an opportunity to develop the knowledge and skills to participate in the workplace and community. Since 1964, the Canada Student Loans Program has assisted millions of students in their pursuit of post-secondary education. In August of 2000, the Canada Student Loans Program shifted from the risk-shared financing arrangements that had been in place with financial institutions between 1995 and 2000 to a direct student loan financing regime. This meant that the Program had to redesign the delivery mechanism in order to directly finance student loans and two private sector service providers were engaged in 2001 to administer the loans. Effective March 2008, the contract for loan administration was awarded to a single selected service provider. Information for the public on saving, planning and paying for post-secondary studies and specific information for Canada Student Loans Program clients (including information on learning opportunity selection, financial planning, and how to apply for, maintain and repay student loans) can be accessed at: http://www.canlearn.ca |
|||||||
Shared Outcome(s):
Maintain the Government's commitment to accessible post-secondary education by:
|
|||||||
Governance Structure(s):
The Government of Canada has entered into Integration Agreements with four provinces (Ontario, Saskatchewan, New Brunswick and Newfoundland and Labrador) in order to create a "one-student-one-loan" service approach. These four integrated provinces accounted for over 60% of the Canada Student Loans Program borrowers. The administration of the current Program is the product of a co-operative effort between Human Resources and Social Development Canada, Service Canada, Canada Revenue Agency, participating provinces and the Yukon Territory, one Service Provider and Public Works and Government Services Canada. These agents are responsible for conducting one or more activities during the loan lifecycle. Program documents and communications tools are typically prepared with the input and approval of both federal and participating provincial and territorial governments. Quebec, the Northwest Territories and Nunavut do not participate in the Canada Student Loans Program. These jurisdictions receive an alternative payment to assist in the cost of delivering a similar student financial assistance program. Effective management of the Program and of relations with third-party agents is the primary responsibility of the Canada Student Loans Program. Program activities include, for example, client relations for escalated cases and comptrollership. The application and needs assessment for the Program is delivered by provincial student assistance offices, which also administer provincial aid. The participating provinces and the Yukon Territory:
While the Canada Student Loans Program provides the guidance and direction on how the Program is to be delivered, the Service Provider assumes responsibility for managing the loans once the loan agreement is signed and submitted for processing. Service Provider's responsibilities include:
Public Works and Government Services Canada is responsible for disbursing loans from files previously approved by Canada Student Loan Program to the borrowers and to Educational Institutions, for any funds directed to pay for tuition. Canada Revenue Agency Non-Tax Collection Services is the agent responsible for debt collection. Delinquent guaranteed and risk-shared loans become debts to the Crown when the Government of Canada buys back the debt from financial institutions. Canada Revenue Agency Non-Tax Collection Directorate becomes responsible for directly financed loans after the Service Provider has attempted collection of a set period of time and the borrower has either not made payments on their loan or is unwilling to repay. These activities may also be conducted by private collection agencies under contract to Canada Revenue Agency. These private collection agencies must abide by Canada Revenue Agency collection guidelines when carrying out the recovery of Crown debts. |
|||||||
$ Million | |||||||
Federal Partners |
Federal Partner Program Activity |
Names of Programs for Federal Partners | Total Allocation (from start to end date) |
Planned Spending for 2007- 2008 |
Actual Spending for 2007- 2008 |
Expected Results for 2007-2008 |
Results Achieved in 2007-2008 |
1. | Human Resources Social Development Canada Public Works and Government Services Canada Canada Revenue Agency |
N/A | Ongoing statutory funding |
790.4 Loans Disbursed under the Canada Student Financial Assistance Act $2.0B |
572.2 |
|
|
Total | Total 790.4 |
Total 572.2 |
|||||
Comments on Variance(s) :
The bulk of the variance ($218.2M) is due to higher then expected Interest Revenues on Direct Loan ($107.1M), Bad Debt Expense adjustment ($48.8M) due to a combinations of change in the methodology of calculating the expense by the Office of the Chief Actuary and accelerated repayment, as well as a major decrease in the alternative payments ($58.7M) resulting from a decrease in defaulted loans. Moreover, other variances, for a total of ($3.6M) are the combination of minor variances related to other components of the program. |
|||||||
Results to be Achieved by Non-federal Partners (if applicable): | |||||||
Contact Information:
Barbara Glover |
Approved by:
David MacDonald |
Date Approved: | |||||
For information regarding your loan or loan repayment, please visit: http://osap.gov.on.ca/eng/not_secure/general.htm#NSLSC or http://www.canlearn.ca |
|||||||
a Please note that the number is estimated as loans are awarded based on client eligibility and demonstrated need. b Please note that the number is estimated as grants are awarded based on client eligibility and demonstrated need. |
Name of Horizontal Initiative: Homelessness Partnering Strategy | |||||||
Name of Lead Department: Human Resources and Social Development Canada |
Lead Department Program Activity: Housing and Homelessness |
||||||
Start Date of the Horizontal Initiative: April 1, 2007 |
End Date of the Horizontal Initiative: March 31, 2009 |
||||||
Total Federal Funding Allocation (start to end date): $269.6M over two years which include $6M for Surplus Federal Real Property for Homelessness Initiative and is administrated by Public Works and Government Services Canada. |
|||||||
Description of the Horizontal Initiative (including funding agreement):
The Homelessness Partnering Strategy (which replaced the National Homelessness Initiative) makes strategic investments in community priorities and includes a planning process that encourages cooperation between governments, agencies and community-based organizations to find local solutions for homeless people and those at-risk. The Homelessness Partnering Strategy is designed to provide supports to 61 designated communities and some small, rural, northern and Aboriginal communities to develop community-based measures that assist homeless individuals and families move toward self-sufficiency. Under the Homelessness Partnering Strategy, the Surplus Federal Real Property for Homelessness Initiative is more flexible to allow land exchanges. Community groups can exchange, under certain conditions, a federal property received under the Surplus Federal Real Property for Homelessness Initiative for another similar, and more suitable, property. In addition, the control period has been extended to 15 years (from five under the National Homelessness Initiative) to ensure long-term, lasting benefits to the recipients and the communities. Both enhancements were contained in the new Terms and Conditions for the program. The Homelessness Partnering Strategy continued to:
For more information, please visit the Homelessness Partnering Strategy website: http://www.homelessness.gc.caBackground In December 1999, the Government of Canada launched the National Homelessness Initiative, a three-year initiative with a budget allocation of $753 million to develop new programs and to enhance existing programs to address the issue of homelessness in Canada. In February 2003, the Government extended the National Homelessness Initiative for an additional three years with a budget allocation of $405 million. In November 2005, the Government announced a one-year extension (2006-2007) of the National Homelessness Initiative with a budget allocation of $134.8 million to sustain communities through investments in successful homelessness initiatives. On December 19, 2006, the Government announced the new Homelessness Partnering Strategy which took effect on April 1, 2007 and continues until March 31, 2009 with a budget allocation of $269.6 million. |
|||||||
Shared Outcome(s):
Enhanced income security, access to opportunities and well-being for individuals, families and communities. |
|||||||
Governance Structure(s):
The Homelessness Partnering Strategy community-based stream - the Homelessness Partnership Initiative - is delivered via two models:
In Quebec, unlike other provinces and territories, the Homelessness Partnership Initiative is delivered under a formal Canada-Quebec agreement, in collaboration with the Province of Quebec. Under this model, the Québec Agences de la santé et des services sociaux are responsible for the community planning process as well as the selection and recommendation of projects. These "Agences" are the delivery arm of the Quebec Health and Social Services Department, much like Service Canada is to HRSDC. A Joint Management Committee, composed of federal and provincial representatives, reviews each project and recommends successful projects for approval by the Government of Canada. The Homelessness Partnering Strategy recognizes that the prevention and reduction of homelessness requires collaboration among all levels of government, particularly the federal and provincial and territorial governments. Provinces and territories will be invited to enter into bilateral agreements with the federal government. The Canada-Quebec Agreement serves as a model that will be adapted for other jurisdictions. Partnering agreements will offer provinces and territories the opportunity to participate in community planning and priority-setting at the outset. Agreements will support the alignment of federal, provincial and territorial investments to enhance linkages between social services and housing and address the operational sustainability of community projects. This partnering approach will ensure that all of the necessary tools and supports are in place for homeless people to secure housing and supports that effectively meet their needs and for those at-risk of homelessness to attain housing stability. The Surplus Federal Real Property for Homelessness Initiative is a Homelessness Partnering Strategy program co-managed by Public Works and Government Services Canada and Human Resources and Social Development Canada, with advice and support from Canada Mortgage and Housing Corporation. |
|||||||
$ Million | |||||||
Federal Partners |
Federal Partner Program Activity |
Names of Programs for Federal Partners |
Total Allocation (from start to end date) |
Planned Spending for 2007- 2008 |
Actual Spending for 2007- 2008 |
Expected Results for 2007-2008 |
Results Achieved in 2007-2008 |
1. Human Resources and Social Development | a. Homelessness Partnership Initiative | 259.9 | 129.9 | 87.6 |
|
|
|
b. Homelessness Accountability Network | 3.7 | 1.9 | 1.0 |
|
|
||
2. Public Works and Government Services Canada | a. Surplus Federal Real Property for Homelessness Initiative | [Surplus Federal Real Property for Homelessness Initiative - funding is administered by Public Works and Government Services Canada] | N/A | N/A |
|
|
|
Total 263.6 |
Total 131.8 |
Total 88.6 |
|||||
Comments on Variance(s) : The variance between the Planned and Actual Spending of $43.2M has been partially re-profiled in 2008-2009 ARLU ($17.5M). The remaining will be requested for re-profile in Supplementary Estimates (B) to ensure that funds will be available for proposals that are developed for activities to prevent and reduce homelessness. |
|||||||
Results to be Achieved by Non-federal Partners (if applicable): | |||||||
Contact Information:
Jim Young |
Approved by:
Bayla Kolk |
Date Approved: |
Name of Horizontal Initiative: National Child Benefit | |||||||
Name of Lead Department: Human Resources and Social Development Canada |
Lead Department Program Activity: Children and Families |
||||||
Start Date of the Horizontal Initiative: 1998 |
End Date of the Horizontal Initiative: Ongoing |
||||||
Total Federal Funding Allocation (start to end date): Statutory |
|||||||
Description of the Horizontal Initiative (including funding agreement):
The National Child Benefit1 contributes to a larger federal, provincial and territorial strategy, the National Children's Agenda, designed to help Canadian children. Through the National Child Benefit, the Government of Canada is working with provincial and territorial governments to provide income support, as well as benefits and services, for low-income families with children. The initiative also includes a First Nations component. |
|||||||
Shared Outcome(s):
The National Child Benefit initiative has three goals:
In addition, in June 2005, federal, provincial and territorial governments released a synthesis report of a comprehensive evaluation of the first three years of the National Child Benefit initiative (1998-99, 1999-00, 2000-01). The evaluation compiled evidence from a number of studies and showed that the National Child Benefit is meeting its goals. In addition, a process to launch further evaluation has begun. For a complete discussion of indicators, please see Chapters 5 and 6 of the National Child Benefit Progress Report: 2006. For a discussion of evaluation results, please see the Evaluation of the National Child Benefit Initiative: Synthesis Report. These reports are available free of charge on the National Child Benefit website, at: http:\\www.nationalchildbenefit.ca |
|||||||
Governance Structure(s):
The National Child Benefit Governance and Accountability Framework outlines the key characteristics of the federal, provincial and territorial partnership: cooperation, openness, flexibility, evolution and accountability. As a co-operative effort among governments, the National Child Benefit combines the strengths of a national program with the flexibility of provincial and territorial initiatives designed to meet the specific needs and conditions within each jurisdiction. With respect to accountability, under the Governance and Accountability Framework, federal, provincial and territorial Ministers Responsible for Social Services have committed to sharing data on reinvestment initiatives and reviewing results and outcomes achieved in order to identify best practices. Federal, provincial and territorial governments have also agreed to report annually to the public with a primary focus on performance of the initiative. To date, six annual progress reports have been published, as well as a synthesis report on a comprehensive evaluation of the first three years of the initiative. The Federal Role: Under the National Child Benefit, the Government of Canada provides additional income support to low-income families with children via the National Child Benefit Supplement component of the Canada Child Tax Benefit. Canada Revenue Agency delivers these benefits to families. Human Resources and Social Development Canada is responsible for policy development with respect to the National Child Benefit initiative, and the Minister of Human Resources and Social Development represents the Government of Canada in this federal/provincial/territorial initiative. The Canada Child Tax Benefit (including the National Child Benefit Supplement) is a tax measure, and is administered by Canada Revenue Agency. Indian and Northern Affairs Canada and Citizenship and Immigration Canada have roles in reinvestments and investments. The Provincial and Territorial Role: Under the National Child Benefit, provinces, territories and First Nations provide benefits and services that further the goals of the initiative. The National Child Benefit is designed so that provinces, territories and First Nations have the flexibility to develop and deliver programs and services that best meet the needs and priorities of their communities. As part of this flexibility, provinces and territories may adjust social assistance or child benefit payments by the full or partial amount of the National Child Benefit Supplement. This approach has resulted in families on social assistance being no worse off in terms of their level of benefits, while providing additional funds for new or enhanced provincial and territorial programs benefiting low-income families with children. It is important to note that, as the National Child Benefit initiative has matured, the majority of provinces and territories no longer recover increases to the National Child Benefit Supplement. This means that the vast majority of children living in low-income families, including those on social assistance, are currently receiving some or all of the National Child Benefit Supplement. Under the National Reinvestment Framework, provincial and territorial governments, along with First Nations, have committed to re-allocating available social assistance funds into benefits and services for children in low-income families that further the goals of the initiative. Jurisdictions have focused reinvestments primarily in five key areas:
First Nations Role: The federal government is responsible for ensuring programs for First Nations children on reserve are comparable to those available to other Canadian children. Under the National Child Benefit, First Nations have the flexibility to reinvest savings from adjustments to social assistance into programs and services tailored to meet the needs and priorities of individual communities. Some 500 First Nations participate in the National Child Benefit and implement their own programs. |
|||||||
$ Million | |||||||
Federal Partners |
Federal Partner Program Activity2 |
Names of Programs for Federal Partners |
Total Allocation (from start to end date) |
Planned Spending for 2007- 2008 |
Actual Spending for 2007- 2008 |
Expected Results for 2007-2008 |
Results Achieved in 2007-2008 |
1. | 1. Canada Revenue Agency | a. National Child Benefit Supplement | Ongoing | $3.5 billion | Not available | Continued progress on the goals of the National Child Benefit initiative, as described in "Shared Outcomes", above. | Not available |
Comment(s) on Variance(s) : N/A |
|||||||
Results to be Achieved by Non-federal Partners (if applicable): |
|||||||
Contact Information: Carole Vallerand Assistant Director Economic Security Strategic Policy and Research Phone (613) 957-9865 |
Approved by: Shawn Tupper Director General, Social Policy Development 613-957-4707 |
Date Approved: | |||||
Notes : 1 The Government of Quebec has stated that it agrees with the basic principles of the National Child Benefit. Quebec chose not to participate in the initiative because it wanted to assume control over income support for children in Quebec; however, it has adopted a similar approach to the National Child Benefit. Throughout this text, references to joint federal, provincial and territorial positions do not include Quebec. 2 While Human Resources and Social Development Canada is responsible for policy development with respect to the National Child Benefit initiative, the Canada Child Tax Benefit (including the National Child Benefit Supplement) is a tax measure, and is administered by Canada Revenue Agency. In addition, Indian and Northern Affairs Canada and Citizenship and Immigration Canada have roles in reinvestments and investments. |
Name of Horizontal Initiative: Multilateral Framework on Early Learning And Child Care | |||||||
Name of Lead Department: Human Resources and Social Development Canada |
Lead Department Program Activity: Children and Families |
||||||
Start Date of the Horizontal Initiative: March 2003 |
End Date of the Horizontal Initiative: Ongoing |
||||||
Total Federal Funding Allocation (start to end date): $350 million in 2007-2008 |
|||||||
Description of the Horizontal Initiative (including funding agreement):
In March 2003, federal, provincial and territorial Ministers Responsible for Social Services, reached agreement on a framework for improving access to affordable, quality, provincially and territorially regulated early learning and child care programs and services. Under the Multilateral Framework, the Government of Canada is providing $1.05 billion over five years through the Canada Social Transfer to support provincial and territorial government investments in early learning and child care. This initiative complements the September 2000 Early Childhood Development Agreement. The objective of this initiative is to further promote early childhood development and support the participation of parents in employment or training by improving access to affordable, quality early learning and child care programs and services. Early learning and child care programs and services funded through this initiative will primarily provide direct care and early learning for children in settings such as child care centres, family child care homes, preschools, and nursery schools. Types of investments can include capital and operating funding, fee subsidies, wage enhancements, training, professional development and support, quality assurance, and parent information and referral. Programs and services that are part of the formal school system are not included in this initiative. Governments also committed to transparent public reporting that will give Canadians a clear idea of the progress being made in improving access to affordable, quality early learning and child care programs and services, beginning with a baseline report in November 2003. Information about the initiative, including the text of the Multilateral Framework on Early Learning and Child Care, is available on the federal, provincial and territorial Web portal on early childhood development and early learning and child care at http://www.ecd-elcc.ca |
|||||||
Shared Outcome(s):
The objectives of the initiative, as outlined in the Multilateral Framework on Early Learning and Child Care are:
|
|||||||
Governance Structure(s):
The Multilateral Framework for Early Learning and Child Care recognizes that provinces and territories have the primary responsibility for early learning and child care programs and services. Implementation of the commitments outlined in the Multilateral Framework has been tasked to a Working Group comprised of officials from all jurisdictions (including Québec, which participates as an observer). This Working Group reports to Deputy Ministers Responsible for Social Services, and is jointly chaired by Human Resources and Social Development Canada and Saskatchewan. |
|||||||
$ Million | |||||||
Federal Partners |
Federal Partner Program Activity |
Names of Programs for Federal Partners |
Total Allocation (from start to end date) |
Planned Spending for 2007- 2008 |
Actual Spending for 2007- 2008 |
Expected Results for 2007-2008 |
Results Achieved in 2007-2008 |
Not applicable. The Multilateral Framework on Early Learning and Child Care is a federal-provincial-territorial initiative. |
In 2007-2008, the Government of Canada transferred $350M via the Canada Social Transfer to provinces and territories for investment in programs and services related to early learning and child care. All governments agreed that investments in early learning and child care should be incremental, predictable and sustainable over the long term. All governments committed to make incremental investments in regulated early learning and child care. |
The Canada Social Transfer is a block transfer to provinces and territories, which does not require them to report to the Government of Canada on the results achieved. | |||||
Total
$350M via the Canada Social Transfer |
|||||||
Comment(s) on Variance(s) : N/A |
|||||||
Results to be Achieved by Non-federal Partners (if applicable): Provincial and territorial governments have agreed to invest the funding provided in regulated early learning and child care programs for children under the age of six. Early learning and child care programs and services funded through this initiative will primarily provide direct care and early learning for children in settings such as child care centres, family child care homes, preschools, and nursery schools. Investments can include capital and operating funding, fee subsidies, wage enhancements, training, professional development and support, quality assurance, and parent information and referral. Programs and services that are part of the formal school system are not included in this initiative. Governments also committed to transparent public reporting that will give Canadians a clear idea of the progress being made in improving access to affordable, quality early learning and child care programs and services, beginning with a baseline report in November 2003 and annual reporting in November 2004. The Government of Quebec supports the general principles expressed in the Early Learning and Child Care Initiative but did not participate in developing the Initiative because it wants to retain sole responsibility for social matters. However, it receives its share of funding granted by the Government of Canada and makes significant investments in programs and services that benefit families and children. |
|||||||
Contact Information:
Lynne Westlake |
Approved by:
Shawn Tupper |
Date Approved: |
Name of Horizontal Initiative: Early Childhood Development Agreement | |||||||
Name of Lead Department: Human Resources and Social Development Canada |
Lead Department Program Activity: Children and Families |
||||||
Start Date of the Horizontal Initiative: September 2000 with funding beginning April 2001 |
End Date of the Horizontal Initiative: Ongoing |
||||||
Total Federal Funding Allocation (start to end date): $500 million for 2007-2008 |
|||||||
Description of the Horizontal Initiative (including funding agreement):
In September 2000, First Ministers reached agreement on the federal, provincial and territorial Early Childhood Development Agreement, to improve and expand early childhood development supports for young children (prenatal to age 6) and for their parents. The Government of Quebec supports the general principles expressed in the Early Childhood Development Initiative but did not participate in developing the Initiative because it wants to retain sole responsibility for social matters. However, it receives its share of funding granted by the Government of Canada and makes significant investments in programs and services that benefit families and children. Information about the Agreement, including the text of the First Ministers' communiqué on Early Childhood Development, is available on the federal, provincial and territorial web portal on early childhood development and early learning and child care at http:\\www.ecd-elcc.ca. |
|||||||
Shared Outcome(s):
The objectives of the initiative, as outlined in the Early Childhood Development Agreement are:
|
|||||||
Governance Structure(s):
In the Early Childhood Development Agreement, First Ministers recognized that provinces and territories have the primary responsibility for early childhood development programs and services. Federal, provincial and territorial Ministers Responsible for Social Services and Ministers of Health are responsible for implementation of the commitments in the Agreement. Implementation has been tasked to a Working Group comprised of officials from all jurisdictions (including Quebec, which participates as an observer). The Working Group reports to Deputy Ministers Responsible for Social Services. The Working Group is jointly chaired by Human Resources Social Development Canada and Saskatchewan. |
|||||||
$ Million | |||||||
Federal Partners |
Federal Partner Program Activity |
Names of Programs for Federal Partners |
Total Allocation (from start to end date) |
Planned Spending for 2007- 2008 |
Actual Spending for 2007- 2008 |
Expected Results for 2007-2008 |
Results Achieved in 2007-2008 |
Not applicable. The Early Childhood Development Agreement is a federal-provincial-territorial initiative | In 2007-2008 the Government of Canada transferred $500M via the Canada Social Transfer, to provinces and territories for investment in programs and services related to early childhood development. | The Canada Social Transfer is a block transfer to provinces and territories, which does not require them to report to the Government of Canada on the results achieved. | |||||
Total
$500M via the Canada Social Transfer |
|||||||
Comment(s) on Variance(s) : N/A |
|||||||
Results to be Achieved by Non-federal Partners (if applicable):
Provincial and territorial governments are investing the funds transferred to them by the Government of Canada in any or all of the following four areas of action outlined in the Early Childhood Development Agreement:
All participating federal, provincial and territorial governments have committed to three reporting requirements:
Within the Government of Canada, responsibility for implementation of the commitments outlined in the Early Childhood Development Agreement is shared jointly between Human Resources and Social Development Canada and the Public Health Agency of Canada. |
|||||||
Contact Information:
Lynne Westlake, |
Approved by:
Shawn Tupper, |
Date Approved: |
Lead Department(s): Indian and Northern Affairs Canada
Start Date: May 2003 (official announcement)
End Date: 2008 (end of funding)
Total Federal Funding Allocation: $1.6 billion over 5 years
Description
Indian and Northern Affairs Canada (INAC) and Health Canada (HC) have developed a seven-part First Nations Water Management Strategy
(FNWMS) to be implemented over a five-year period, beginning in 2003–2004. The strategy allows for the development and implementation of: (1) a plan to upgrade and build water and waste-water facilities to meet established design, construction and water quality standards with a priority on identified facilities;
(2) an effective water quality monitoring program combined with a comprehensive and coordinated compliance and reporting regime that will improve the detection of drinking water problems in a timely manner, thereby reducing the possibility of risk to health; (3) an effective and sustainable operation and maintenance (O&M) program designed to ensure the safety of the residents and
the protection of the assets with a priority on identified high-risk facilities; (4) a plan for the continued expansion and enhancement of training programs, to ensure that all operators have the skills, knowledge and experience required to fulfill their responsibilities, supported by the introduction of mandatory certification requirements for all operators; (5) a set of integrated
water quality management protocols with clearly defined roles and responsibilities consistent with national performance standards along with improvements in emergency response procedures; (6) a public awareness campaign aimed at informing both First Nation decision-makers of their roles and responsibilities in ensuring the safety of water supplies within their communities and First
Nation households of measures they can take to protect the quality of water within their home and community; and (7) a comprehensive set of clearly defined standards, protocols and policies, using a multi-barrier approach.
The strategy will also require the establishment of closer partnerships amongst key federal, provincial/territorial, industry and other public sector partners. These partnerships will assist in areas such as watershed management and source water protection as well as advances in science and technology. Most importantly, the implementation of the strategy and the development of a detailed plan will require close collaboration with First Nations. The strategy is consistent with the broader national approach and is modelled on the enhanced management regimes in place or being implemented in most provinces and territories. The FNWMS includes an additional $600 million in funding over five years (from 2003–2004 to 2007–2008). Of that $600 million, $115.9 million goes to HC for their part in the strategy, while the remaining $484.1 million funds INAC's participation in the strategy. This $600 million in funding is in addition to INAC's normal annual funding to water initiatives in First Nations and HC's Drinking Water Safety Program (DWSP) funds that go to First Nations, which are also included in this template. Combining the FNWMS funds and the normal annual funding by both departments into First Nation water issues, the total federal funding allocated over 5 years will be $1.6 billion.
Shared Outcome(s)
Governance Structure(s)
Federal Partners | Names of Programs for Federal Partners | Total Allocation (from start to end date) | Planned Spending for 2007–08 | Actual Spending for 2007–08 | Expected Results for 2007–08 | Results Achieved in 2007–08 |
---|---|---|---|---|---|---|
Indian and Northern Affairs Canada | First Nations Water Management Strategy | $1.471 billion | $305.8 million | $305.8 million | Number of trained or certified operators greater than in the previous year. | The number of water operators who achieved first level of certification or greater increased from 37% of all operators (418 out of 1,117) in March 2007 to 59% of all operators (719 out of 1,213) in March 2008. All First Nations are provided access to certified supervision through 24-hour hotlines and the Circuit Rider Training Program. |
Number of high-risk facilities less than in the previous year. | The number of high-risk community water systems decreased from 97 out of 746 (13% of all systems) in March 2007 to 77 out of 766 (10% of all systems) in March 2008. | |||||
Health Canada | Drinking Water Safety Program including the First Nations Water Management Strategy | $140.9 million ($115.9M for the First Nations Water Management Strategy and $25M A-based) | $31.7 million ($5 million A-based and $26.7 million for the FNWMS) | $22.8M (Actual spending is under estimated because resources from some regions were not all properly coded.) | Increased capacity of First Nations to monitor drinking water quality. | The building of capacity in First Nations communities to monitor their drinking water quality and detect potential problems was facilitated through the community based water monitor program. In 2007–2008, 541 out of 687 community sites[1] had access to a community based water monitor. |
Purchase of lab kits. | A total of 540 out of 687 community sites[1] had access to portable laboratory kits for testing during 2007–2008. | |||||
Increase EHOs to support drinking water quality monitoring. | In 2007–2008, 100 out of 109 EHO positions were staffed. In 2002, monitoring for bacteriological contaminants in distribution systems only met, on an average, 29% of the frequency recommended in the Guidelines for Canadian Drinking Water Quality (GCDWQ). In March 2008, 87% of piped drinking water distribution systems with five or more connections were monitored weekly. A total of 149,296 water samples were taken and analyzed in First Nations communities. In all: — 30,446 bacteriological samples were analysed in accredited laboratories which represents a 14% decrease from last fiscal year; — 142,558 bacteriological samples were analyzed using a portable lab kit (Colilert) which represents a 23% increase from last fiscal year; — 12,378 samples were analyzed for chemical parameters; and — 384 samples were analyzed for radiological parameters. |
|||||
Implementation of early warning database. | Six out of the seven regions have a water database in place to monitor sample results. | |||||
Investigate waterborne diseases and waterborne outbreaks | There were no instances where gastrointestinal illness was identified as a possible waterborne disease outbreak. | |||||
Total | $1.6 billion | $337.5 million | $328.6 million | |||
[1] Total community sites taken from the First Nation Water Management System 2006–2007 Performance Indicators report (February 14, 2008) |
Contact Information
Erin Ovenden
A/Manager, Infrastructure Operations
INAC, SEPRO-CD, Water Management
Les Terrasses de la Chaudière
10 Wellington, Room 2008
Gatineau, Quebec K1A 0H4
Telephone: 819-997-0594
Fax: 819-953-1034
ovendene@inac-ainc.gc.ca
Contact Information for Health Canada
Dominique Poulin
A/Program Manager
Drinking Water Program
Environmental Health Division
First Nations and Inuit Health Branch
(613) 954-6655
Dominique_poulin@hc-sc.gc.ca
Lead Department(s): Indian and Northern Affairs Canada — Northern Affairs Program
Start Date: April 1st 2007
End Date: March 31st 2012
Description
To support Canada’s participation in International Polar Year (IPY), the Government of Canada has invested $150 million over five years. This funding is being used to carry out an innovative and multidisciplinary Arctic science program. The Government of Canada Program for
IPY is led by INAC in conjunction with five lead federal departments and agencies: Environment, Fisheries and Oceans, Health, National Sciences and Engineering Research Council (on behalf of Industry), and Natural Resources. IPY will bring opportunities to welcome many top international scientists and other visitors to Canada. Canada’s significant involvement and investment in the International Polar Year 2007–2009 contributes to the government’s stewardship of Canada’s Arctic. The Government of Canada IPY Program is working with northern communities in developing and conducting activities such as research, training and capacity building.
Key areas of the Government of Canada Program for IPY include:
The distribution of funds among federal departments and agencies is according to their involvement in the various aspects of the program, including the science and research program, support for logistics, communications and outreach, training, and capacity building. Funding is being provided to support Northern IPY Coordinators who act as points of contact on IPY matters for northern communities and researchers. They are working with the relevant licensing and permitting bodies to provide information and advice on licenses and permits needed for IPY initiatives.
The Northern IPY Coordinators maintain a regional network to support all aspects of Canada’s IPY Program. The work that they are doing to identify key issues for IPY in northern communities and organizations, to provide a contact between community groups and IPY researchers and facilitate the involvement of northerners in the development of IPY initiatives are an important component of the IPY program.
Shared Outcome(s)
Increased understanding (of impacts of a changing climate and of health and well-being of northern communities) that informs policy and decision making, and contributes to recognition of Canada as an expert on the Canadian North. Enhanced northern research capacity through newly trained scientists, knowledge and skills transfer to Northerners, and greater participation in planning and
delivery of research by Northerners.
Governance Structure(s)
The Government of Canada Program for IPY works in conjunction with the Canadian IPY National Committee and the Canadian IPY Secretariat who link to the International Joint Committee for IPY and IPY committees from other participating countries.
Federal Partners | Names of Programs for Federal Partners | Total Allocation (from start to end date) | Planned Spending for 2007–08 | Actual Spending for 2007–08 | Expected Results for 2007–08 | Results Achieved in 2007–08 |
---|---|---|---|---|---|---|
Indian Affairs and Northern Development | Government of Canada Program for IPY | $56,617,380 | $18,243,505 | $7,397,207 | Initiate a targeted science and research program to address priorities on climate change impacts and adaptation and health and well-being of northern communities | Set 44 scientific projects underway; of which, preliminary results are starting to be gathered and shared with the scientific community. Researcher’s workshop was conducted to identify synergy among projects. Call for proposals were launched, generating significant interest, notably in communication/ training projects, where demand exceeded funding available. |
Health Canada | $158,234 | $46,656 | $46,656 | N/A | ||
Environment Canada | $11,169,875 | $4,396,989 | $3,838,341 | Two projects measuring atmospheric pollutants (Intercontinental Atmospheric Transport of Anthropogenic Pollutants and Investigation of the Depletion of Ozone and Mercury) have sampled persistent organic pollutants, mercury and ozone across the Arctic. Sampling stations in Asia are in the process of being set up. The cryosphere project is using both satellite and ground measurements (Canada-US snowmobile traverse of the tundra). Outreach has been accomplished and Inuit communities were taught to use satellite-derived ice maps. Preliminary results from the Arctic freshwater systems project note increased flow rates in the Mackenzie system and that melting permafrost will likely alter the ecology of tundra lakes. The weather and environmental prediction initiative designed to validate the Numerical Weather Prediction model over the Arctic during IPY is showing promising results. |
||
Fisheries and Oceans | $31,542,477 | $16,528,862 | $16,035,549 | Produced the first ever single season snap-shot of Canada’s surrounding oceans to provide a foundation for a long term Arctic monitoring program. Research on wildlife has produced interesting findings which have been shared at the international level. Researchers have actively engaged Northerners in their research activities. |
||
Natural Resources | $3,063,000 | $1,024,660 | $866,387 | All IPY science projects were initiated. The major start-up activities included project planning, partnership negotiations, site selection, data collection and preliminary analysis. | ||
Natural Sciences and Engineering Research Council | $31,290,669 | $12,040,668 | $12,087,323 | 24 projects involving 40 academics are being supported The projects contributed to the study of the polar regions environment and results suggest that climate is a strong driver of environmental changes in these regions which could lead to cascading effects on plants, wildlife, water and on northern communities. |
||
Canadian Institutes of Health Research | $9,747,988 | $3,838,211 | $3,838,210 | IPY proposals fall into 4 sub-themes: Reducing Health Disparities Improving Health Outcomes and Well-being; Building and/or Sustaining Healthy, Resilient Communities; Examining the Links Between Climate Change, Human Health, and Well-being; and Ecosystem and Community Vulnerability, Resilience and Adaptive Capacities. | ||
Canadian Food Inspection Agency | $414,500 | $182,300 | $182,400 | Identified commercial dip stick kit for E. coli 0157 screening and MSRV method for Salmonella screening of enrichment cultures Trained Nunavik Research Centre staff on primary enrichment culture techniques; the use of screening tests; and transportation of Dangerous Goods to enable them to send samples to Ottawa. Commercially available toxoplasmosis test kits were evaluated for use on tissue fluid and serum under ideal conditions using experimentally infected swine. Trichinellosis digestion testing was completed on 363 wildlife samples. Genotyping on Trichinella isoliates in process. Assistance and advice on equipment and laboratory setup was provided to northern laboratories to prepare them for trichinellosis testing. |
||
Parks Canada Agency | $1,350,000 | $578,863 | $33,322 | Various field work completed in the Torngat Mountains, including draft ecosystem maps, which will be pursued in 2008 field work. Consultations with stakeholders to assist in the field work. |
||
Public Health Agency of Canada | $617,000 | $350,000 | $254,315 | Sample and data analysis of initial time point samples to be nearly completed; hiring of student to perform final analysis (2007–2010). Optimized the HPV genotyping test, conducted a pilot test with DynaLife laboratory for the transfer of the specimens and communication of the results, and we have tested 300 cervical specimens and reported the results. |
||
Agriculture and Agri-food | $156,400 | $40,500 | $40,500 | Cores were drilled and sampled from three research sites in the Mackenzie Valley. All of the samples were analyzed for carbon, pH, fibre content, macrofossil composition, and bulk density; while half were selected for radiocarbon dating. The findings of this research were presented at the IPY Mackenzie Project workshop held in Edmonton in March, 2008 | ||
Canadian Museum of Civilization | $795,200 | $263,400 | $194,615 | A helicopter survey and inventory of archaeological sites was completed along 200 km of the southern coast of Baffin Island, and excavations were undertaken at Cape Tanfield near Kimmirut. The information recovered contributed to knowledge of relations between Indigenous occupants of the area and the mediaeval Norse or other
early Europeans. Archaeological excavation of two ancient Inuit houses near Resolute Bay recovered information on the occupation history of the site, as well as evidence dating one of the houses to the 13th or 14th centuries. Both projects were carried out in cooperation with local communities, and included the training of students from Kimmirut and Resolute Bay. |
||
Centrally Earmarked Funds | $3,077,277 | n/a | A Treasury Board submission will be developed to access this funding in support for Logistics and Health Safety proposals as well as Science Projects | |||
Total | $150,000,000 | $57,534,614 | $44,814,825 |
Contact Information
Kathleen Fischer
Executive Director
International Polar Year Federal Program Office
Indian and Northern Affairs Canada
10 Wellington Street, Room 745
Gatineau, Quebec K1A 0H4
Tel: 819-934-6085
Fax: 819-934-0584
fischerk@ainc-inac.gc.ca
Lead Department(s): Indian and Northern Affairs Canada, Health Canada, Canada Mortgage and Housing Corporation
Start Date: June 2001
End Date: March 2010
Total Federal Funding Allocation (start to end date)
Cabinet approved the Labrador Innu Comprehensive Healing Strategy (LICHS) in June 2001 and provided $81 million over three years including: $59 million for INAC; $20 million for Health Canada and $2 million for Solicitor General. The initial
LICHS ended March 2004, but was extended for one-year; INAC received a further $15 million to provide basic programs and services; and Health Canada received $5.5 million to continue the work already begun under the LICHS. Cabinet approved a new 5-year strategy for INAC and Health Canada (HC) partners in December 2004. Budget 2005, provided funds of $102.5 M for fiscal years 2005–06 to 2009–10 for the continuation of the
LICHS.
Description
The LICHS was developed by INAC, HC and former Solicitor General in response to the 2000 gas-sniffing crisis facing the Labrador Innu to help resolve the serious health, social and safety issues in the
communities of Davis Inlet and Sheshatshiu. While notable progress has been achieved, many serious issues remain. To address these issues, INAC and HC sought Cabinet approval and funding for the continuation of the LICHS. The proposed approach responded positively to the priorities in the October 2004 Speech from the Throne for addressing the needs of Aboriginal Canadians.
Shared Outcome(s)
The partners, in consultation with the Innu, developed the following 5-year vision with respect to the continuation of the LICHS. This vision is for the federal government, the province and the Innu to work in partnership to: advance Innu community healing; build increased Innu capacity for the management and
delivery of some government programs; conclude a land claim Agreement-in-Principle; address issues arising from sexual, physical and emotional abuse; achieve improvements in health, education, family and social well-being, economic development, community development, public safety and First Nation governance; and, manage the LICHS in an integrated and effective fashion.
Governance Structure(s)
Main Table. Chaired by the Chief Federal Negotiator, Labrador Innu file. Membership includes representatives of the Labrador Innu leadership, province of Newfoundland and Labrador, and federal partners to the LICHS. Tripartite sub-committees for: reserve creation, education, new school at Sheshatshiu, income
support, child youth and family services, economic development, health, and evaluation.
Federal Partners | Names of Programs for Federal Partners | Total Allocation for the latest LICHS (2005–06/ 2009–10) | Planned Spending for 2007–08 | Actual Spending for 2007–08 | Expected Results for 2007–08 | Results Achieved in 2007–08 |
---|---|---|---|---|---|---|
Indian and Northern Affairs Canada | Sheshatshiu School design | $0.1M | 0 | 0 | Design completed. Construction to begin by Spring 2007 and Project Management team established |
Contract awarded and construction commenced Spring 2007. Construction resumed Spring 2008 |
Education | $14.8M | $3.075M | $6.6M | Complete Implementation plan for MUN recommendations Undertake community consultations Negotiate Education Agreements with the province of Newfoundland for provision of education services to the Innu communities |
Implementation Plan completed, community consultations completed Joint Transition Authority established. Transition Facilitator contracted. Education Agreements in place. |
|
Child, Youth and Family Services (CYFS) | $27.9M | $5.6M | $9.1M | Negotiate CYFS Agreement with province of Newfoundland Establish a CYFS Committee of the Main Table |
Agreement in place. CYFS Committee established. |
|
Income Support | $6.1M | $1.3M | $1M | Negotiate Income Support Agreement with province of Newfoundland | Income Support Agreement in place. | |
Electrification — Natuashish | $6M | $1M | $3.3M | Electrification for community of Natuashish. | Electrification for community of Natuashish. Treasury Board funding of $1M insufficient to cover actual costs. |
|
Airport Agreement — Natuashish | $0.5M | $0.1M | $0.106M | Current airport agreement shares costs to operate airport at Natuashish. | Cost shared with province of Newfoundland to operate airport at Natuashish. Treasury Board funding of $1M insufficient to cover actual costs. | |
Facilities O&M Capacity Building | $3.6M | $0.75M | $0.75M | Facilities Manager to run operations of buildings. | Operation of buildings for MIFN (dozer operations, fork lifts, training, etc.) | |
Housing Capacity Building | $0.6M | $0.06M | $0.06M | Provide capacity building in support of Natuashish Housing Authority | Funds directly to band/ongoing capacity building provided. | |
Lands and Trust Services (LTS) Capacity Building | $1.4M | $0.12M | 0 | Training, capacity building funds accessed through LTS regular programming. | LICHS Funding used for other priorities, however, training funds accessed through ARO LTS | |
Reserve Creation | $0.2M | 0 | 0 | Reserve Creation | Reserve Creation Completed | |
Devolution Planning and Transition | $0.8M | $0.15M | $0.15M | Innu capacity improved via: Child, Youth and Family Services (CYFS) and Income Support Tripartite Committees, and Education Working Group | Tripartite committees on the devolution of CYFS and Education held meetings. Members of the CYFS committee have been briefed on both the Directive 20 and Enhanced Prevention Frameworks. Innu are currently deliberating on their preferred approach. A Transition Facilitator was contracted for the year through the Education Committee to create a work plan and guide the devolution process. Steps in this direction include the initial stages of establishing community level committees and consideration of various governance structures. A Main Table Coordinator role was established to support and coordinate Innu participation. |
|
New Paths (Outpost) | $1M | $0.2M | $0.2M | Complete New Paths Projects. | 150 Innu participated in the initiative, Innu see this as essential component of healing. | |
Strategies for Learning | $2.2M | $0.4M | $0.4M | Establishment of JTA, recruitment of Transition Faciliator Continued implementation of Philpott Recommendations |
JTA established. Trans Fac contracted for 2007–08 Ongoing implementation of Philpott Recommendations (i.e. Home School Liaisons and Nutrition Program) |
|
Planning and Consultation | $0.5M | $0.1M | $0.11M | Hold four Main Table sessions | Four Main Table sessions held | |
Safe houses | $1.4M | $0.4M | $0.4M | Complete construction, recruit and train staff, develop operations manuals and finalize programming. | Youth Safehouse in Sheshatshiu and dual purpose safehouse in Natuashish operating 24 hours, 7 days a week | |
Health Canada | Addictions/Mental Health | $13.73M | $2.71M | $2.77M | Construction of a Healing Lodge in Natuashish and implementation of day treatment services. | Healing Lodge constructed, day treatment program operating. |
Maternal/Child Health | $5.3M | $1.1M | $0.7M | Construction of a Wellness Centre in Natuashish, implementation of wellness model. | Wellness Centre constructed, program delivery implemented. | |
Community Health Planning | $2.27M | $0.45M | $0.14M | Increase community engagement, increase community capacity for evidence based planning, completion of several evaluation activities leading to increased program effectiveness. | Began process of community health planning in Sheshatshiu, two program evaluations completed in each community in maternal and child health, and addictions programs. | |
Management and Support | $4.32M | $0.84M | $0.73M | Improved coordination of health services | Development and approval by Main Table of Health and Healing sub-committee work plans. Launch of position of Director, Integrated Management. | |
Safe Houses | $1.65M | $0.4M | $0.4M | Complete construction, staff, and finalize programming. | Construction, staffing and programming completed. | |
Canada Mortgage and Housing Corporation | Safe Houses | $0.95M | $0.8M | Complete construction | Completed construction and fit-up. | |
Total | $95.32M | $19.555M | $26.916M |
Comments on Variances
Child Youth and Family Services (CYFS) had a $3.1 million deficit. The nature of CYFS programming makes it difficult to stay on projected budget as increase costs associated with one case can significantly affect budget numbers.
Education had a $3.525 million shortfall due to insufficient funding allocation.
Electrification had a $2.3 million deficit due to insufficient funding allocation.
Income support had a $300,000 surplus due to a decrease in the number of people accessing the program.
Results to be Achieved by Non-federal Partners
Collaboration and coordination between federal departments, Innu and the provincial government were enhanced through the meetings of the Main Table, the Integrated Management Committee and the support provided by the Director of Integrated Management (a joint INAC/HC position).
Contact Information
Stelios Loizides
Senior Policy Analyst
Social Program Reform Directorate
Social Policy and Programs Branch
Indian and Northern Affairs Canada
10 Wellington Street
Gatineau, Quebec K1A 0H4
(819) 997-6717
Lead Department(s): Indian and Northern Affairs Canada
Lead Department Program Activity: Northern Affairs Organization
Start Date: April 1, 2004
End Date: March 31, 2009
Total Federal Funding Allocation: $225,000,000
Description
Increased demand and rising prices for energy-efficient natural gas across North America have led Imperial Oil Resources, Conoco-Phillips Canada, Shell Canada Limited, ExxonMobil Canada (commonly known as the Producers) and the Aboriginal Pipeline Group (APG) to develop natural gas resources in the Mackenzie Delta and transport them
via a 1200 kilometre gas pipeline and an 800 kilometre oil pipeline through the NWT to southern markets. The proposed Mackenzie Gas Project (MGP) is a $16.2 billion project. Initially, 830 million cubic feet per day of northern Canadian natural gas would be available to transport at start
up which is targeted for 2013. Although the pipeline itself will bring economic benefits to Canada, of equal importance is that the transportation infrastructure will spur continued exploration and development of the 82 trillion cubic feet of remaining recoverable natural gas and 5 billion barrels of oil located in the NWT, northern
Yukon and Beaufort Sea that could be tapped by a Mackenzie Valley pipeline. It would open up a new energy producing region that would be a major contributor to North American energy supply.
In recognition of the significant contribution of oil and gas exploration and development activities to creating economic benefits, contributing to strong and healthy Aboriginal and northern communities and opening up a new frontier energy supply region, the Government of Canada is contributing capacity funds for federal and regional agencies to implement environmental and regulatory responsibilities, to strengthen the government’s scientific expertise, to support northerners’ participation in the environmental assessment (EA) and regulatory process and their ability to take advantage of economic opportunities.
Shared Outcome(s)
Governance Structure(s)
Federal Partners | Names of Programs for Federal Partners* | Planned Spending for 2007–08 | Actual Spending for 2007–08 | Expected Results for 2007–08 | Results Achieved in 2007–08 |
---|---|---|---|---|---|
Parks Canada | $162,000 | $162,000 | Follow-up on the MGP EA process to ensure the ecological and commemorative integrity of the national parks, historic sites and rivers located in the NWT. | Met expected results by participating in MGP hearings, filing two written submissions, responding to Joint Review Panel Information Requests, and participating on MGP interdepartmental committees such as the Federal Hearings Committee and the Joint Coordination Committee. | |
Indian and Northern Affairs Canada | $20,700,000 from budget 2005 plus $2,931,500 reprofiled and $1,891,900 carried forward from 2006–07 for a 2007–08 total of $25,523,400 | $22,560,400 | Coordinated federal government’s response to the MGP that avoids duplication and overlap with other federal departments and agencies, as well as northern boards. Follow-up on the EA of the MGP and related regulatory obligations. Implement resource management responsibilities. Support community capacity to participate in the EA/regulatory process and to take advantage of economic opportunities. |
Coordinated federal government’s involvement in the joint review of the MGP to ensure an efficient, effective and transparent assessment process. Followed up on regulatory obligations related to the MGP. Coordinated the Government of Canada science program in support of northern energy development, including significant in-house research and assessment programs and joint initiatives with other partners and industry through the Environmental Sciences Research Program. Implemented resource management responsibilities, (land tenure, and administration of benefit plan provisions and royalty policy, etc.) for ever increasing levels of industry activity. Developed and implemented environmental monitoring programs and participated in multi-stakeholder planning processes, including Integrated Oceans Management and the Beaufort Sea Strategic Regional Plan of Action. Supported community capacity to participate in the EA of the MGP and to take advantage of economic opportunities. |
|
Department of Fisheries and Oceans | $6,700,000 | $6,700,000 | Provision of scientific advice on longstanding responsibilities such as the status of fish stocks, while having enough flexibility to respond to newer issues such as the threat of invasive species, increasing oil and gas exploration and development activity, and species at risk. An adaptive organization that is better aligned with the department's requirements for scientific knowledge and Government of Canada priorities. | Participated in panel hearings and aboriginal consultation. Provision of scientific advice on longstanding responsibilities such as the status of fish stocks, responded to newer issues such as the threat of invasive species, increasing oil and gas exploration and development activity, and species at risk. |
|
Environment Canada | $8,838,000 plus $400,000 reprofiled from 2006–07 for a 2007–08 total of $9,238,000 | $7,114,192 | The department will focus on its responsibilities pursuant to the EA of the MGP under its legislation and key national policies on such matters as climate change, pollution prevention, wildlife conservation, species-at-risk,
emergency preparedness, and others as appropriate. Follow-up on the MGP EA process and initiate related regulatory obligations. |
The department participated in the regulatory preparedness process and Crown consultations. The department also focussed on its responsibilities pursuant to the EA of the MGP with respect to key national policies such as climate change, pollution prevention, wildlife conservation, species-at-risk and emergency preparedness. |
|
National Energy Board | $1,700,000 | $250,000 | Exercise regulatory mandate in assessing the MGP pipeline. The Board is working with a number of regulatory agencies to ensure that environmental assessment and related regulatory issues are dealt with in a coordinated and timely manner. |
At the request of Indian and Northern Affairs Canada, the NEB provided operational funding in the amount of $250k to support the important work of the Northern Gas Pipeline Secretariat. The NEB continued to work with a number of regulatory agencies in addressing a number of initiatives to ensure that potential regulatory issues are dealt with in a coordinated and timely manner. |
|
Natural Resources Canada | $4,900,000 plus $346,000 reprofiled from 2006–07 for a 2007–08 total of $5,246,000 | $4,835,300 | Validate industry assessments (science) to ensure that appropriate mitigation measures have been taken to minimize environmental impacts, protect the public interest and assess the cumulative effects of individual projects on the broader northern landscape and people. | Coordinated on-going provision of unique federal geo-scientific expertise (8-10 ESS scientists) in the MGP EA review on several of key physical environment issues, e.g. seismic hazard
assessment, permafrost and geo-technical issues, slope stability, coastal processes/land submergence, and environmental management and monitoring. NRCan scientists gave testimony and technical reviews to the Joint Review Panel and stakeholders on 16 topics under consideration in the environmental assessment process: seismic hazards; subsidence at Taglu and Niglintgak; Mackenzie Delta storm surges vs design elevation; Niglintgak remote sump and drilling wastes; ice movements and barge-based gas processing; bathymetry in barge routes and dredging; permafrost and design of well pads; ground ice and the gathering system; baseline terrain and permafrost conditions; slope processes and stability; climate change and extremes; climate change impacts on baseline conditions; climate change and sea level rise; soil-pipe interactions; MGP and Enbridge pipelines proximity and crossings; monitoring. Provided funding and legal support for the MGP Crown Consultations Unit. |
|
Transport Canada | $4,000,000 | $3,056,000 | Responsible for the regulatory oversight of the transportation system. | Increased level of safety regulatory oversight for federally-regulated transportation operators in the project area (increased inspections, audits, outreach, and issuance of transportation documents for the air, rail, marine and dangerous goods sectors). Provision of clear transportation-related information and recommendations to the Joint Review Panel. Provision of clear transportation-related information to aboriginal groups in the project area as part of the GOC Aboriginal consultation process. |
|
Total | $52,039,400 | $44,677,892 |
*For purposes of this initiative, provided below is a list of common themes that apply to all seven departments involved in the MGP. They are the following:
Comments on Variances:
Progress on the MGP is behind schedule due to delays in the joint review panel (environmental assessment) of the project. Actual expenditures of federal departments are therefore less than anticipated at the beginning of the fiscal year. MGP funds not required in fiscal year 2007–08
for northern energy development were: reprofiled or carried forward for northern energy initiatives in fiscal year 2008–09; lapsed at the end of fiscal year 2007–08; or utilized for other departmental priorities in fiscal year 2007–08 consistent with the Expenditure Management System.
Contact Information
Sheila Riordon
A/Director General
Northern Oil and Gas Branch
(819) 953-9393
Lead Department(s): Indian and Northern Affairs Canada — Office of the Federal Interlocutor for Métis and Non-Status Indians
Lead Department Program Activity: Co-operative Relations
Start Date: 2007
End Date: 2012
Total Federal Funding Allocation: $68.5 million
Description
The Urban Aboriginal Strategy (UAS) was developed in 1997, to help respond to the needs facing Aboriginal people living in key urban centres. Through the UAS, the Government of Canada seeks to partner with other governments, community organizations and Aboriginal people to support
projects that respond to local priorities.
In 2003 and 2004, the UAS was allocated $50 million over a four-year period to build on existing partnerships while providing additional funding to community pilot projects in a small number of cities to learn what works well and what does not.
In 2007, the Government of Canada made a long-term commitment on Aboriginal issues by investing $68.5 million over 5 years to help respond effectively to the needs of Aboriginal people living in key urban centres. The UAS is now in 13 cities and these cities represent more than 25% of Canada’s total Aboriginal population. The 13 cities include: Vancouver, Prince George, Lethbridge, Calgary, Edmonton, Prince Albert, Regina, Saskatoon, Winnipeg, Thompson, Ottawa, Toronto and Thunder Bay.
Shared Outcome(s)
OFI will work to achieve the following shared outcomes:
To accomplish these objectives, UAS projects will strategically focus investments in three priority areas (improving life skills, promoting job training, skills and entrepreneurship and supporting Aboriginal women, children and families).
Governance Structure(s)
All 13 UAS designated communities have established community-based Steering Committees that are the catalysts for planning, making funding decisions, and coordinating work through the Urban Aboriginal Strategy — along with other community activities — to respond to urban Aboriginal issues. A Steering Committee is
composed of a cross section of the Aboriginal community, to ensure its decisions reflect broad community concerns and priorities. These Steering Committees include representation from the local Aboriginal community, the federal government, other levels of government and the private sector. The inclusive nature of the Steering Committee is indicative of the principle of partnership
that underlies the UAS, particularly in keeping with the objective to establish strong and active partnerships between government and community.
In some of the designated cities under the UAS, federal funding is administered through a community entity (an incorporated organization having been delegated authority for delivering UAS projects on behalf of the various partners). Regardless of whether funding is delivered by a community entity or by federal officials (shared delivery model) or a combination of the two, funding through the UAS is designed to promote cooperation with other key partners (including other federal departments) and stakeholders in support of community interests.
Federal Partners | Names of Programs for Federal Partners | Total Allocation (from start to end date) | Planned Spending for 2007–08 | Actual Spending for 2007–08 | Expected Results for 2007–08 | Results Achieved in 2007–08 |
---|---|---|---|---|---|---|
Office of the Federal Interlocutor for Métis and non-Status Indians | Urban Aboriginal Strategy | $68,500,000 | $8,233,781 | Actual Spending Figures will be known in the Fall, 2008 | UAS projects will strategically focus investments in three priority areas (improving life skills, promoting job training, skills and entrepreneurship and supporting Aboriginal women, children and families). | During the 2007–08 fiscal year, the UAS entered into nine partnership arrangements with five federal government departments. Through the UAS’ partnership arrangement the UAS leveraged, $664,754 from other federal departments and agencies. |
Human Resources and Social Development | Homeless Partnership Strategy | $104,700 | $57,700 | $57,700 | Changes in Housing Status — To provide 12 transitional units furnished for youth to move from care to transitional housing. Risk Reduction — To provide 12–15 Youth with a safe place to live that will reduce risk and provide life skills and transition to independent living. |
Recipient to report on project results in July 2008. |
$171,634 | $114,259 | $114,259 | Improve the life skills and increase the health outcomes of 660 individuals through assistance provided by the Community Linkages Soup Bus Program. | Recipient to report on project results in July 2008. | ||
$1,344,000 | $200,000 | $200,000 | Transition Measure — providing 58 new daycare openings. | Recipient to report on project results in July 2008. | ||
$184,123 | $12,919 | $12,919 | Mentorship Initiative that provides mentors for women who are leaving the safety and support of the Centre. Mentors are selected from past Centre programs who are dedicated to remain on a healing journey. Program includes a comprehensive training program and ongoing supports. | Recipient to report on project results in July 2008. | ||
Service Canada | Skills Link | $200,000 | $50,376 | $50,376 | Assist 300 Aboriginal individuals within the program Project Horizon. The program is a pre-employment program targeted to Aboriginal adults who have not worked. | Recipient to report on project results in July 2008. |
Canadian Heritage | Urban Multipurpose Aboriginal Youth Program | $302,113 | $55,000 | $55,000 | To undertake a large impact horizontal program that promotes the potential of urban Aboriginal youth in Calgary. This will be accomplished through the creation of 560 additional skills development opportunities, providing cultural awareness to 2500 individuals, retaining 360 Aboriginal students in school, providing health promotion measures to 1300 Aboriginal individuals and implementing risk reduction measures for 5 Aboriginal people. | The results from this project include: 808 youth exposed to additional skills development opportunities; 4445 people provided with cultural awareness through 43 different events; 1162 students promoted to stay in school through 99 workshops; 2900 youth exposed to heath promotion and 32 workshops held focusing on risk reduction for Aboriginal people. |
$271,975 | $120,000 | $120,000 | Formerly incarcerated men complete the 'In Search of Your Warrior' program by March 31, 2008, which includes personal development, life skills, job readiness, enhance self-esteem and a positive re-integration into community. As well, a five year funding arrangement with the Correctional Service of Canada for this type of programming will be in place by March 31, 2008. | Recipient to report on project results in July 2008. | ||
Status of Women | Women's Community Fund | $265,750 | $48,500 | $48,500 | Through the Mobile Access Program Project, increase the number of safe places for 1000 sex workers per month in Vancouver, through increasing access to violence prevention services and information on health and addiction treatment services and decrease preventable deaths. The services include providing employment opportunities for women who have exited the sex trade and who are building their skills to create alternatives to sex work. | Through the Mobile Access Program Project, increase the number of safe places for 1114 sex workers per month in Vancouver. |
National Film Board | In-kind | $71,300 | $6,000 | $6,000 | Provide 12–14 Aboriginal youth with an interest in the film industry with career training as part of the Dreamspeaker Film Festival. | Recipient to report on project results in July 2008. |
Total | $2,915,585 | $664,754 | $664,754 |
Results to be Achieved by Non-federal Partners
The UAS increases urban Aboriginal program coordination within the Government of Canada to maximize its investments and enable greater federal program alignment with provincial and municipal programming.
The UAS has proven effective in leveraging both monetary and in-kind contributions. There were over 168 projects funded during the 2007–08 fiscal year. In addition to contributions from other government departments, non-federal government partners have contributed almost $5,039,368 during the 2007–08 fiscal year to support the federal contributions under UAS. In some communities, partnerships have formed between the federal government departments, provincial government, municipal government, Aboriginal organizations, non-profit organizations and employer associations to support the UAS project initiatives in thirteen cities. Although the data above identify examples of projects that received financial support from other federal departments, other projects funded through the UAS received non-financial support from a number of federal departments.
Contact Information
Allan MacDonald
Director General
Office of the Federal Interlocutor for Métis and Non-Status Indians
66 Slater Street
Ottawa, Ontario K1A 0H4
Telephone: (613) 992-8186
Governance Structure(s): Indian Residential Schools Resolution Canada is responsible for the overall Settlement Agreement model and is working in partnership with Health Canada to coordinate and provide services for former Indian Residential School students. Various program components of the Resolution Health Support Program will be delivered separately by Health Canada and Indian Residential Schools Resolution Canada.
Indian Residential Schools Resolution Canada responsibilities relating to the Resolution Health Support Program include:
Health Canada is responsible for providing former IRS students and their families with access to emotional health and wellness support services under the IRS Resolution Health Support Program. These services include:
Federal Partners | Federal Partner Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | Planned Spending for 2007- 2008 |
Actual Spending for 2007- 2008 |
Expected Results for 2007- 2008 |
Results Achieved in 2007- 2008 |
---|---|---|---|---|---|---|---|
Health Canada | First Nations and Inuit Health, Community Programs, Mental Health and Addictions | Resolution Health Support Program | $94.5M | $22.7M | $12,3M | Health Canada will work with Indian Residential Schools Resolution Canada to ensure that eligible former students have access to emotional and cultural support, and professional counselling. | Supported former students receiving Common Experience Payments, as well as those participating in the Independent Assessment Process, and their families to ensure that appropriate supports were available in a timely and effective manner. |
$94.5M | $22.7M | $12,3M | |||||
Total $94.5M | Total $22.7M | Total $12.3M |
Comments on Variances:
Health Canada variance between planned and actuals is $10,437,300.
There are five components to the Settlement Agreement: the Common Experience Payment; the Independent Assessment Process designed to oversee compensation claims beyond the Common Experience Payment; Truth and Reconciliation commemoration events overseen by the Truth and Reconciliation Commission; community-based Aboriginal-directed healing initiatives supported through the Aboriginal Healing Foundation; and the Indian Residential Schools Resolution Health Support Program designed to offer counselling and emotional/cultural supports to former residential school students. Delays in establishing the first three components resulted in far less uptake of mental health/emotional support services than anticipated, resulting in lower than planned expenditures.
Industry Canada is involved in a number of horizontal initiatives, working in partnership with other federal departments, other levels of government, non-governmental organizations and private sector organizations. Industry Canada’s involvement in these initiatives contributes to the Department’s achievement of its strategic outcomes.
Industry Canada is the lead for the following significant horizontal initiatives. Supplementary information can be found on Treasury Board Secretariat's Horizontal Initiative Database.
The Canadian Biotechnology Strategy (CBS) was wound down in May 2007, further to the release of the federal government’s Science and Technology Strategy, Mobilizing Science and Technology to Canada’s Advantage. As such, no horizontal activity took place under the auspices of CBS in 2007–08. Two strategic initiatives of the CBS — the Canadian Regulatory System for Biotechnology and Genomics R&D — have been retained by Health Canada and the National Research Council respectively. Performance of these two initiatives will be reported in the respective DPRs. | |
Name of Lead Department(s): Industry Canada, Agriculture and Agri-Food Canada, Canadian Food Inspection Agency, Fisheries and Oceans Canada, Department of Foreign Affairs and International Trade, Environment Canada, Health Canada, Natural Resources Canada, National Research Council Canada |
Lead Department Program Activity: Not Applicable |
Start Date of the Horizontal Initiative: 1998 | End Date of the Horizontal Initiative: June 15, 2007 |
Total Federal Funding Allocation (start to end date): $467.9 million | |
Description of the Horizontal Initiative (including funding agreement): The vision of the Canadian Biotechnology Strategy (CBS) is to “enhance the quality of life of Canadians in terms of health, safety, the environment, and social and economic development by positioning Canada as a responsible world leader in biotechnology.” Acting within the CBS pillars of stewardship, citizen engagement and innovation, this horizontal initiative reports against three strategic initiatives: the CBS Fund, the Canadian Regulatory System for Biotechnology (CRSB) and the Genomics Research and Development (Genomics R&D) program. Each of these initiatives focuses on a different aspect of Canada’s biotechnology-related priorities, involving separate program management and resource allocation, as well as the profiling of initiatives that are linked through the CBS governance structure. |
|
Shared Outcome(s): CBS wound down successfully and resources were reallocated to departmental priorities. |
|
Governance Structure(s): The policy authority for the CBS ended on June 15, 2007. Further to a commitment under Mobilizing Science and Technology to Canada's Advantage, the roles and responsibilities of the Canadian Biotechnology Advisory Committee (CBAC) were consolidated into the new Science, Technology and Innovation Council. Industry Canada ensured the orderly wind-down of two key CBS mechanisms, the Canadian Biotechnology Secretariat and CBAC. Industry Canada also took over the responsibility for general reporting of the CBS. Two strategic initiatives of the CBS — the Canadian Regulatory System for Biotechnology and Genomics R&D — have been retained by Health Canada and the National Research Council respectively. |
(Amalgamation of Canada Business Service Centres (CBSC) and Business Gateway (BG)) | |||
Name of Lead Department(s): Industry Canada, Atlantic Canada Opportunities Agency, Western Economic Diversification Canada, Canada Economic Development for Quebec Regions |
Lead Department Program Activity: Economic Development |
||
Start Date of the Horizontal Initiative: | End Date of the Horizontal Initiative: | Total Federal Funding Allocation (start to end date): | |
Canada Business Service Centres (CBSC): Funding originally started in 1995 (February 9, 1995 TB 822499) Most recent renewal for period 2006–07 (Policy and funding approval: Building a More Innovative Economy — Jobs and Growth) |
March 2009 — aiming for renewal (Fall of 2008–09) |
$226.1 million (since 1995) | |
Business Gateway: Funding from 2000 to March 31, 2006 (Policy and funding approval: Government Online funding via Treasury Board Secretariat (TBS) initially / Public Works and Government Services Canada (PWGSC) — Gateways and Clusters) |
$6.79 million (since 2000) | ||
Total: $232.89 million | |||
Description of the Horizontal Initiative (including funding agreement): Canada Business was established to improve service to small business and start-up entrepreneurs by providing a comprehensive first stop for information on government services, programs and compliance requirements from federal and provincial/territorial levels of government. On behalf of the Government of Canada and its partners, Canada Business delivers a host of information products and resources through a variety of channels across Canada (web, in-person, telephone). Through its collaboration with the provinces and territories, information products and resources are supplemented by jurisdictionally relevant content — providing a truly client-centred, integrated information service. |
|||
Shared Outcome(s):
|
|||
Governance Structure(s): The Canada Business Network is managed on behalf of the federal government by the Atlantic Canada Opportunities Agency, Canada Economic Development for Quebec Regions, Industry Canada and Western Economic Diversification Canada. The lead organizations are responsible for ensuring compliance with all federal policies affecting program delivery in a collaborative environment, particularly policies on topics such as official languages, accessibility, access to information and privacy, federal identity and alternative service delivery. |
Federal Partner(s) | Federal Partner Program Activity | Names of Programs for the Federal Partner(s) | Total Allocation from Start to End Date (in thousands of dollars) | Planned Spending for 2007–08 (in thousands of dollars) | Actual Spending in 2007–08 (in thousands of dollars) | Expected Results for 2007–08 | Results Achieved in 2007–08 |
---|---|---|---|---|---|---|---|
Industry Canada | Economic Development | Canada Business Network | $92,416 | $6,504 | $6,504 | (Planned Results apply to each partner) Increased awareness and access to government business- related information, programs and services and facilitated compliance for business |
234,191 clients were served using officer- assisted channels (i.e., telephone calls, in- person visits, and fax), a decrease of 1.6 percent over fiscal year 2006–07 |
Atlantic Canada Opportunities Agency | Canada Business Network | $36,016 | $2,641 | $2,641 | Increased use of Internet channel of service |
7 million Internet visits to Canada Business Network websites, an increase of over 18 percent |
|
Western Economic Diversification Canada | Canada Business Network | $49,964 | $3,977 | $3,977 | Reduced complexity in accessing programs and services and compliance require- ments for small and medium-sized enterprises (SMEs) |
Client satisfaction evaluations are undertaken every two years; none was performed during 2007–08 |
|
Canada Economic Development for Quebec Regions | Canada Business Network | $23,184 | $1,878 | $1,878 | Improved SME business planning and market research |
43,518 Interactive Business Plans were created, an increase of 3.6 percent over 2006– 07 |
|
Total | $201,580 | $15,000 | $15,000 | ||||
Comments on Variance(s): Not Applicable |
|||||||
Results Achieved by Non-Federal Partners: Not Applicable |
|||||||
Contact Information: Marcie Girouard, Executive Director, Service Delivery and Partnerships |
Infrastructure Canada
Infrastructure Investments
Start date of the horizontal initiative: 2003-2004
End date of the horizontal initiative: 2012-2013
Total federal funding allocation (start to end date): $5.2 Billion
The Canada Strategic Infrastructure Fund (CSIF) is a ten-year program that received Treasury Board approval in 2003 with total funds of $4 billion. It is a cost-shared contribution program for strategic infrastructure projects. The original $4 billion allocation has been supplemented by additional funding from various sources resulting in total funds of $5.2 billion by end of 2006-2007.
Investments are directed to projects of major national and regional significance, and are to be made in areas that are vital to sustaining economic growth and supporting an enhanced quality of life for Canadians. CSIF is delivered through negotiated agreements with provincial, territorial or local governments, private partners or non-governmental organizations. Contribution agreements are tailored based on the project requirements.
The Canada Strategic Infrastructure Act outlines the prime categories of investments in projects that involve fixed capital assets that are used or operated for the benefit of the public. The categories eligible under CSIF are:
More information on CSIF can be found at: http://www.infrastructure.gc.ca/ip-pi/csif-fcis/index_e.shtml
The overall planned results INFC expects to achieve through CSIF are to invest in projects which:
All CSIF projects are selected under the authority of the Minister of Transport, Infrastructure and Communities. Prior to selecting projects, the Minister consults other Ministers who have an interest in the region or in the substantive project area. After project selection, Treasury Board (TB) approval is sought for each contribution. At the same time, incremental operating funds required for project oversight and management by the implementing departments/agencies are identified and sought in the TB submission.
CSIF is delivered in partnerships, involving primarily three sets of key collaborators:
|
Federal Partner Program Activity (PA) |
Names of Programs for Federal Partners |
Total Allocation (from Start to End Date) |
Planned Spending for 2007-2008 |
Actual Spending for 2007-2008 |
---|---|---|---|---|---|
1. Atlantic Canada Opportunities Agency (ACOA) |
PA 1 |
a. |
$161.5 Million |
$ 45.4 Million |
$41.9 Million |
b. |
$ |
$ |
|||
PA 2 |
c. |
$ |
$ |
||
d. |
$ |
$ |
|||
2. Canada Economic Development – Quebec (CED-Q) |
PA 1 |
a. |
$ 144.5 Million |
$ 59.3 Million |
$35.0 Million |
b. |
$ |
$ |
|||
PA 2 |
c. |
$ |
$ |
||
d. |
$ |
$ |
|||
3. Western Economic Diversification (WED) |
PA 1 |
a. |
$ 655.5 Million |
$ 184.2 Million |
$169.0 Million |
b. |
$ |
$ |
|||
PA 2 |
c. |
$ |
$ |
||
d. |
$ |
$ |
|||
4. Industry Canada |
PA 1 |
a. |
$ 398.0 Million |
$ 25.8 Million |
$20.2 Million |
b. |
$ |
$ |
|||
PA 2 |
c. |
$ |
$ |
||
d. |
$ |
$ |
|||
5. Indian and Northern Affairs (INAC) |
PA 1 |
a. |
$ 41.0 Million |
$ 27.4 Million |
$7.9 Million |
b. |
$ |
$ |
|||
PA 2 |
c. |
$ |
$ |
||
d. |
$ |
$ |
|||
6. Transport Canada |
PA 1 |
a. |
$ 3,351.7 Million |
$ 741.3 Million |
$625.5 Million |
b. |
$ |
$ |
|||
PA 2 |
c. |
$ |
$ |
||
d. |
$ |
$ |
|||
Total |
$ 4,752.4 Million |
$1,083.4 Million |
$899.5 Million |
A results-based management and accountability framework (RMAF) has been developed for CSIF that proposes a suite of indicators for projects and data source or methods for collecting the data.
The overall expected results for CSIF include:
CSIF is a ten-year program that received Treasury Board approval in 2003. Given their large-scale nature, most of the approved projects that the government will be contributing to will be under development for many years. Therefore, the achievement of ultimate outcomes will be fairly limited in the early years of the program. Future Departmental Performance Reports will provide program and selected project reporting.
During 2007-2008, nine projects were announced with a total federal allocation of $210.1 million. As of March 31, 2008, a total of 71 projects have been announced, with a value of almost $4.5 billion.
N/A
Jocelyne St Jean : 613-948-8003
Director General of Intergovernmental Operations
Infrastructure Canada
Infrastructure Investments
Start date of the horizontal initiative: 2003-2004
End date of the horizontal initiative: 2013-2014
Total federal funding allocation (start to end date): $600 Million
The Border Infrastructure Fund (BIF) is a ten-year, $600 million cost-shared contribution which received Treasury Board approval in 2003. It complements some of the Government of Canada’s other infrastructure programs, such as the Canada Strategic Infrastructure Fund (CSIF), and the Strategic Highway Infrastructure Program (SHIP), a Transport Canada program (see http://www.tc.gc.ca/SHIP/faq.htm for more information).
As part of “Canada’s commitment to address land border pressures, such as traffic congestion, and to continue to facilitate the large volume of trade across the Canada – United States border”, BIF contributions are directed at, or on routes leading to Canada’s border crossings, with a particular focus on the six largest:
BIF also directs some funding towards smaller and regionally important border crossings throughout Canada. Once completed, projects supported under BIF will help to alleviate traffic congestion, increase system capacity and further the Smart Border Declaration. (A Canada – US Declaration; see http://www.dfait-maeci.gc.ca/anti-terrorism/declaration-en.asp).
More information on BIF can be found at: http://www.infrastructure.gc.ca/ip-pi/bif-fsif/index_e.shtml
The overall planned results that INFC expects to achieve through the BIF are to invest in projects that contribute to safe and efficient border crossings. Expected outcomes are to alleviate border congestion and increase border crossing capacity, increase security and safety at border crossings, leading to cross border trade efficiencies.
All BIF projects are selected under the authority of the Minister Transport, Infrastructure and Communities. Prior to selecting projects, the Minister consults with other Ministers who have an interest in the region or in the substantive project area. After project selection, public announcements are made by the Minister Transport, Infrastructure and Communities. Treasury Board approval is sought for each contribution. At the same time, incremental operating funds required for project oversight and management by Transport Canada are identified and sought in the Treasury Board submission.
BIF is delivered in partnerships, involving primarily three sets of key collaborators:
|
Federal Partner Program Activity (PA) |
Names of Programs for Federal Partners |
Total Allocation (from Start to End Date) |
Planned Spending for 2007-2008 |
Actual Spending for 2007-2008 |
---|---|---|---|---|---|
1. Transport Canada |
PA 1 |
a. Border Infrastructure Fund |
$542 Million |
$ 122.6 Million |
$69.9 Million |
b. |
$ |
$ |
|||
PA 2 |
c. |
$ |
$ |
||
d. |
$ |
$ |
|||
2 |
PA 1 |
a. |
$ |
$ |
|
b. |
$ |
$ |
|||
PA 2 |
c. |
$ |
$ |
||
d. |
$ |
$ |
|||
Total |
$542 Million |
$122.6 Million |
$69.9 Million |
A results-based management and accountability framework (RMAF) has been developed for BIF, which details the expected results and proposes a suite of performance indicators for projects. The results of ongoing performance measurement will be used to make the necessary adjustments to the initiative and the performance measurement strategy will be reviewed on an annual basis.
The overall expected results for BIF include:
BIF is a ten-year program, which received Treasury Board approval in 2003. Given the large-scale nature of the projects, most of the projects will be under development for many years. Therefore, the achievement of ultimate outcomes will be fairly limited in the early years of the program. Future Departmental Performance Reports will provide program and selected project reporting.
Announced in Budget 2001, the BIF was established as a $600-million fund, targeting infrastructure primarily at the six largest surface border crossings between Canada and the United States, as well as several other crossings. Since inception, there have been 12 BIF agreements, with a total federal commitment to date of $550.1 million.
N/A
Jocelyne St Jean : 613-948-8003
Director General of Intergovernmental Operations
Infrastructure Canada
Infrastructure Investments
Start date of the horizontal initiative: 2004-2005
End date of the horizontal initiative: 2009-2010
Total federal funding allocation (start to end date): $1.2 Billion
MRIF was originally allocated $1 billion and, in Budget 2006, an additional $200 million in funding was added in 2006-2007 for a total of $1.2 billion. The fund has been structured to provide a balanced response to local infrastructure needs in urban and rural Canada, and will ensure that all Canadians, whether they live in large, small or remote communities, will share in the benefits of infrastructure investments. It builds on past successes in partnership infrastructure funding where over 3,000 projects have directly benefited Canadians.
The Municipal Rural Infrastructure Fund improves and increases the stock of core public infrastructure in areas such as water, wastewater, cultural, recreation, and those very things that make our communities vibrant and productive places to live and work and raise families. MRIF targets communities of less than 250,000 residents and First Nation communities. Like other infrastructure programs, the MRIF seeks to ensure that the projects it funds support the goals of the federal government, encourages new and innovative approaches and favours partnerships, including an emphasis on ‘green’ projects which are sustainable and reduce greenhouse gasses. At least 50% of federal funds will be directed to “green” projects.
Through the MRIF, the Government of Canada continues to work in productive partnerships with provinces, territories, and municipalities, as well as First Nations and the private sector, to invest in local infrastructure projects. These projects are vital to sustaining economic growth and supporting an enhanced quality of life in Canadian communities.
The MRIF is cost-shared, with the Government of Canada contributing, on average, one-third of total project eligible costs. Provinces and municipalities contribute the remainder. In recognition of the unique circumstances of the First Nations and the Territories, where many communities have no tax base, the Government of Canada may contribute more than one-third.
The overall expected outcomes are:
MRIF is based on a federal partnership arrangement between INFC and five federal departments: Western Economic Diversification, Industry Canada (for Ontario projects), Canada Economic Development for Quebec Regions, Atlantic Canada Opportunities Agency, and Indian and Northern Affairs Canada. Fourteen sub-programs are negotiated under MRIF, one joint sub-program for each province and territory and a sub-program for First Nations. Each of the 14 MRIF sub-programs follow the same general conditions, priorities and approaches, but, recognizing the individual nature of each sub-program, the agreements encompass the nuances pertaining to the partnering order of government.
To stimulate expected outcomes, MRIF eligible projects will have to conform to a policy leveraging framework, based on a common baseline but adapted for each jurisdiction. To ensure broad support and effective, innovative project delivery, partnerships of various types, including public-private partnerships, are encouraged in the formulation and delivery of MRIF projects. The program will rely on strong input from local and rural municipalities, including the support of the locally elected councils. In addition, municipal representatives will be involved in the processes and management of the program in the respective province or territory.
|
Federal Partner Program Activity (PA) |
Names of Programs for Federal Partners |
Total Allocation (from Start to End Date) |
lanned Spending for 2007-2008 |
Actual Spending for 2007-2008 |
---|---|---|---|---|---|
1. Atlantic Canada Opportunities Agency (ACOA) |
PA 1 |
a. |
$ 143.4 Million |
$52.8 Million |
$35.2M |
b. |
$ |
||||
PA 2 |
c. |
$ |
|||
d. |
$ |
||||
2. Canada Economic Development – Quebec (CED-Q) |
PA 1 |
a. |
$ 241.8 Million |
$79.5 Million |
$6.4 Million |
b. |
$ |
||||
PA 2 |
c. |
$ |
|||
d. |
$ |
||||
3. Western Economic Diversification (WED) |
PA 1 |
a. |
$ 286.3 Million |
$45.0 Million |
$26.4 Million |
b. |
$ |
||||
PA 2 |
c. |
$ |
|||
d. |
$ |
||||
4. Industry Canada |
PA 1 |
a. |
$ 373.3 Million |
$100.0 Million |
$70.7 Million |
b. |
$ |
||||
PA 2 |
c. |
$ |
|||
d. |
$ |
||||
5. Indian and Northern Affairs (INAC) |
PA 1 |
a. |
$ 59.1 Million |
$30.2 Million |
$4.6 Million |
b. |
$ |
||||
PA 2 |
c. |
$ |
|||
d. |
$ |
||||
Total |
$ 1,103.9 Million |
$ 307.5 Million |
$ 143.3 Million |
A results-based management and accountability framework (RMAF) has been developed for MRIF that details expected results and proposes a suite of indicators for projects and data source or methods for collecting the data.
Actual outcomes will depend on the types of projects approved, and will be reported in future INFC departmental performance reports.
During 2007-2008, 821 projects were approved, valued at $212.4 million. As of March 31, 2008, a total of 1,778 projects have been approved, with a total federal investment of $871.3 million.
N/A
Jocelyne St Jean : 613-948-8003
Director General of Intergovernmental Operations
Infrastructure Canada
Infrastructure Investments
Start date of the horizontal initiative: 2000-2001
End date of the horizontal initiative: 2010-2011
Total federal funding allocation (start to end date): $2.05 Billion
The Infrastructure Canada Program (ICP) is a contribution program introduced in 2000 for local municipal infrastructure projects. The Government of Canada matches the provincial/territorial governments’ contribution, providing up to one-third of the cost of each municipal infrastructure project. The ICP is a $2.05 billion program in effect over seven fiscal years with an additional two-year extension. The ICP is well underway and projects are ongoing across the country. Most of the funding has been committed to approved projects. In 2002, Infrastructure Canada was created and was transferred the coordination role played, up to then, by the Treasury Board Secretariat.
The ICP’s first priority for funding is “green municipal projects”, i.e. projects with environmental benefits that enhance the quality of the environment or health benefits that enhance the quality of human life. Other priorities include affordable housing, culture, tourism and recreation, rural and remote telecommunication, high-speed access for local public institutions and local transportation. Recognizing that individual communities know their needs best, the program operates in a "bottom-up" fashion, with the flexibility for municipalities and First Nations to identify their own infrastructure priorities. It also includes provisions to ensure an equitable balance of funding between urban and rural communities.
Further information may be obtained from the following web sites:
The overall planned results are that urban and rural municipal infrastructure in Canada is enhanced and Canadians’ quality of life is improved through investments that protect the environment and support long-term community and economic growth.
|
Federal Partner Program Activity (PA) |
a. |
Total Allocation (from Start to End Date) |
Planned Spending for 2007-2008 |
Actual Spending for 2007-2008 |
---|---|---|---|---|---|
1. Atlantic Canada Opportunities Agency (ACOA) |
PA 1 |
b. |
$ 188.2 Million |
$ 3.0 Million |
$9.2 Million |
c. |
$ |
$ |
|||
PA 2 |
d. |
$ |
$ |
||
a. |
$ |
$ |
|||
2. Canada Economic Development – Quebec (CED-Q) |
PA 1 |
b. |
$ 524.7 Million |
$101.9 Million |
$46.0 Million |
c. |
$ |
$ |
|||
PA 2 |
d. |
$ |
$ |
||
a. |
$ |
$ |
|||
3. Western Economic Diversification (WED) |
PA 1 |
b. |
$ 567.8 Million |
$ 34.6 Million |
$30.7 Million |
c. |
$ |
$ |
|||
PA 2 |
d. |
$ |
$ |
||
a. |
$ |
$ |
|||
4. Industry Canada |
PA 1 |
b. |
$ 693.4 Million |
$ 55.8 Million |
$33.0 Million |
c. |
$ |
$ |
|||
PA 2 |
d. |
$ |
$ |
||
a. |
$ |
$ |
|||
5. Indian and Northern Affairs (INAC) |
PA 1 |
b. |
$ 40.0 Million |
$ 0 Million |
$0 Million |
c. |
$ |
$ |
|||
PA 2 |
d. |
$ |
$ |
||
b. |
$ |
$ |
|||
$ |
$ |
||||
Total |
$2,014.1 Million |
$195.3 Million |
$118.9 Million |
The expected results over time include:
Reporting will take place in the Departmental Performance Reports of those agencies and departments for their allocation of the ICP. Infrastructure Canada will also report on results.
As of March 31, 2006, all the original ICP funding had been committed to 3,871 projects across Canada, totalling more than $1.9 billion. The Program was extended to March 31, 2009, and to March 31, 2007 for the First Nations component, to provide more time to complete approved projects. A subsequent extension until 2011 was approved in 2007 (excluding the First Nations component).
N/A
Jocelyne St Jean : 613-948-8003
Director General of Intergovernmental Operations
1. Name of Horizontal Initiative: Genomics R&D Initiative |
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2. Name of Lead Department: National Research Council Canada |
3. Lead Department Program Activity: Research and Development |
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4. Start Date of Horizontal Initiative: April 1999 |
5. End Date of Horizontal Initiative: March 2011 |
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6. Total Federal Funding Allocation (start to end date): $234.1 M |
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7. Description of the Horizontal Initiative (including funding agreement): The Genomics R&D Initiative was established to build and maintain capacity inside government departments to do genomics research. As an enabling technology, genomics provides powerful tools, precise information to support operational mandates and upon which policy and regulatory decisions can be based. Federal science-based departments and agencies (see part 10 below for listing) interact with partners, stakeholders and clients and link these enabling tools and technologies to value-added applications that enable Canada to respond to national priorities, deliver on government mandates and support the development of wealth for Canadians. These applications range from international requirements for genomics enabled testing to support access of exported products; interpreting and assessing genomics information submitted with product information for regulatory oversight; the development of assays and products using genomics approaches for enhancing Canadian’s lives, the environment and sustainability of human activities; socio-economic and ethical considerations related to the use and integration of genomics in health care, environmental sustainability activities and consumer and industrial products and applications; as well as facilitating Canadians’ access to accurate and understandable information concerning genome sciences. |
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8. Shared Outcome(s): Enhanced quality of life for Canadians in terms of health, safety, environment and social and economic development by building and maintaining genomics research capacity in support of key federal public policy objectives; in particular: a) to strengthen innovation and ensure sustainability for the benefit of all Canadians by focusing research in strategic areas of national interest from an economic and social perspective (i.e. health, environment, natural resources and energy, safety and security); b) to promote global competitiveness and expand Canada’s international influence by increasing commercialization outcomes of research activities and by improving regulatory efficiency and effectiveness; c) to grow economic opportunities through R&D by building collaborations that involve business, academia and public sectors, in Canada and internationally. |
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9. Governance Structure:: To ensure value for money, the Genomics R&D Initiative established a governance framework to strengthen accountability and to ensure investments deliver on making a difference in the lives of Canadians. An interdepartmental Genomics R&D ADM Coordinating Committee was established to oversee the collective management and coordination of the Initiative. The Committee ensures that effective priority setting mechanisms are established within departments and that investments are focused and strategic – targeting more basic and applied research in areas of strength and opportunity. The Committee also ensures that common management principles are implemented and horizontal collaborations between organizations are pursued wherever relevant and possible. The Committee includes members from each of the organizations receiving funding, as well as a representative from Industry Canada. An Interdepartmental Working Group (WG), supporting the Committee, has a mandate to provide recommendations and advice to the ADM Coordinating Committee regarding strategic priority setting and overall management of the Genomics R&D Initiative. The WG also supports evaluation and reporting requirements. The NRC, as the lead agency for the Initiative, chairs the ADM Coordinating Committee and the Working Group. |
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10. Federal Partners |
11. Federal Partner Program Activity |
12. Names of Programs for Federal Partners |
13. Total Allocation (from start to end date) in $ millions |
14. Planned Spending for 2007-08 in $ millions |
15. Actual Spending for 2007-08 in $ millions |
16. Expected Results for 2007-08 |
17. Results Achieved in 2007-08 |
|
Agriculture and Agri-Food Canada (AAFC) |
Innovation and Renewal |
Canadian Crop Genomics Initiative |
$71 |
$6 |
$6 |
see below |
see below |
|
Fisheries and Oceans Canada (DFO) |
Aquaculture |
Aquatic Biotechnology and Genomics R&D |
$10.6 |
$0.9 |
$0.9 |
see below |
see below |
|
Environment Canada (EC) |
Canadians Adopt Sustainable Consumption and Production Approaches |
Strategic Applications of Genomics in the Environment |
$12 |
$1 |
$1 |
see below |
see below |
|
Health Canada (HC) |
Health Products |
HC/PHAC Genomics Initiative |
$46 |
$4 |
$4 |
see below |
see below |
|
National Research Council (NRC) |
Research and Development |
Genomics and Health Initiative |
$71 |
$6 |
$6 |
see below |
see below |
|
Natural Resources Canada (NRCan) |
Natural Resource and Landmass Knowledge for Canadians |
NRCan-CFS Genomics R&D Initiative |
$23 |
$2 |
$2 |
see below |
see below |
|
Canadian Institutes for Health Research (CIHR) |
N/A – one time allocation in 1999-00 to assist in creation of Genome Canada Secretariat |
N/A |
$ |
N/A |
N/A |
N/A |
N/A |
|
|
Total |
Total |
Total |
|
|
|||
18. Comments on Variances: N/A |
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19. Results to be Achieved by Non-federal Partners (if applicable): N/A |
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20. Contact Information: |
16. Expected Results for 2007-08 |
17. Results Achieved in 2007-08 |
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1. Commercially relevant advances in areas of genomics R&D related to human health (e.g., genetic testing, diagnostics, microbial genomic applications, treating and preventing human diseases such as cancer and cardiovascular disease and pathogen detection). |
1.1 Researchers discovered a new family of antibodies that can play a role in preventing tumour invasion by blocking the function of secreted Clusterin, a glycoprotein associated with human cancers that play a role in cell survival or death. By inhibiting gene function in cancer cells, it is possible to enhance the effects and efficiency of cell reaction and sensitivity to chemotherapy and other drug mediated therapeutics. A Canadian biotech company, Alethia Biotherapeutics, entered into a licensing agreement with NRC in 2007-08 for the worldwide therapeutic and diagnostic rights to Clusterin-specific antibodies. 1.2 NRC is developing portable and efficient “all-in-one” diagnostic devices to detect human pathogens. The objective is to create low-cost diagnostic tools that can be produced industrially for commercial applications that will rapidly identify human pathogens and provide instant read-outs eliminating conventional lengthy lab procedures. In a first step towards this goal, in 2007-08 researchers developed a ‘personal microarray spotter’ – a powerful miniature device used to spot and analyze many protein samples simultaneously. With further development, personal microarray spotters may revolutionize genomic/proteomic research in the laboratory and play a larger role in how researchers and clinicians understand, diagnose and treat a vast array of diseases or pathogens - from pesky allergens to pathogens such as Salmonella and E-Coli. |
2. Improvements in crop value in cereals, soybean and canola through quality improvements in areas related to plant adaptation to biotic and abiotic stresses (e.g., resistance to disease, tolerance to drought and cold), as well as seed development and metabolism (e.g., related to oil content for biofuels and nutraceutical applications). |
2.1 A functional analysis of Brassica (e.g., canola) seed development and metabolic processes was undertaken to improve Brassica seed quality traits. NRC researchers discovered a gene that can boost productivity and resilience of canola; DNA sequences suggest that the gene, which produces a hydroxysteroid dehydrogenase (HSD) protein, is involved in steroid metabolism and has a profound impact plant growth. Researchers over-expressed the gene to create "transgenic" plants that produce higher levels of the HSD protein than typically found in normal plants. The experiment resulted in taller, stronger and more durable plants with increased seed production and an average oil yield that exceeded regular control plants by roughly 23%. This has the potential to help Canadian canola growers produce more oil for food applications, as well as increase oil production to meet the growing demand for biodiesel fuel. 2.2 Wheat is the largest crop in Canada with approximately 9 million hectares. Leaf rust, caused by Puccinia triticina, results in yield losses of 5-20% annually and is the most common disease of wheat worldwide. AAFC has an outstanding reputation as a world leader on the genetic control of leaf rust with 30 of the 59 leaf rust resistance genes discovered by AAFC researchers. To analyze genetically avirulence P. triticina mapping populations, linkage groups containing avirulence genes and molecular markers were developed by AAFC CCGI researchers. During 2007, simple sequence repeat (SSR) markers were incorporated into these linkage maps. The process of somatic fusion in P. triticina was also investigated for the first time using a combination of bright field and flourescence microscopy. This pioneering work is helping to explain how the important process of asexual recombination physically takes place. The P. triticina population in Canada during 2007 and in previous years was assayed for virulence and the recently developed SSR markers to determine the relationships among the virulence phenotypes and track the development and origin of new and emerging races. These data will help to explain the population structure of this important wheat pathogen and give clues to the evolution of the various North American virulence phenotypes. 2.3 In 2007-08, AAFC researchers identified a key gene, Lhk1 that enables legumes to host nitrogen-fixing bacteria. Using this discovery AAFC researchers plan to develop a way to transfer nitrogen-fixing ability to non-legume crops. This breakthrough could lead to the development of ecological and cost effective alternatives to certain industrial fertilizers, which could bring enormous environmental and financial benefits to Canada. Nitrogen makes up more than 80% of the earth's atmosphere and is essential to the growth of all living organisms. However, atmospheric nitrogen cannot be directly accessed by most plants or animals until it is incorporated into organic compounds by biological nitrogen fixation or other natural processes. As a result, today's farming practices require the annual application of approximately 90 million tons of nitrogen based fertilizer to agricultural land. Although inorganic fertilizers provide crops with essential nutrients, such practices come at an enormous cost, primarily due to the immense amount of energy required for the production of fertilizers and their propensity to run off, which contributes to pollution of the environment. Biological nitrogen fixation provides more than twice the amount of industrially produced nitrogen to natural and agricultural ecosystems in a manner that is both sustainable and environmentally friendly. If the ability to host nitrogen-fixing bacteria could be extended to even one lucrative crop, such as corn or rice, the results would constitute a second 'green revolution' with clear benefits to producers and the environment. 2.4 The soilborne fungus Sclerotinia sclerotiorum causes white mould on a broad range of crops, including soybean and canola. In order to aid in the identification of genes that are critical for pathogenicity and fungal survival, researchers at AAFC developed an efficient method for Agrobacterium tumefaciens-mediated gene disruption in S. sclerotiorum. It is anticipated that the application of this tool to molecular genetic studies of S. sclerotiorum will contribute to an improved understanding of the molecular factors that control pathogenesis and survival structure development and could be targeted for disease management. 2.5 The soil borne pathogen Phytophthora sojae causes root rot and damping off of soybean. Race-cultivar compatibility between the pathogen and its host is controlled by discrete genes. Thus, P. sojae avirulence (Avr) genes can restrict the pathogen and determine which cultivars of soybean are resistant or susceptible to disease. In 2007-08 AAFC researchers identified at least three different P. sojae Avr genes; Avr1a, Avr3a and Avr3c. The discovery of Avr genes will lead to a more rational approach to breeding, diagnostics and cultivar deployment and help in the control of P. sojae in the field. It will also lead to a better mechanistic understanding of disease and how it may be managed. 2.6 Seed is perhaps the most important end product of plant agriculture. Improvement of seed quality requires thorough understanding of how seeds develop, particularly the seed maturation phase. Seed storage proteins are hall markers of seed maturation. AAFC’s efforts have been focused on identification of genetic repressors of storage protein genes. Researchers at AAFC identified six genes as repressors of seed storage protein genes in vegetative organs. These works provide new insight into the control of seed maturation genes. Knowledge gained from this work will contribute to the manipulation of seed quality traits and will be useful for developing seeds as a molecular farming system for producing proteins of high value. 2.7 Fusarium graminearum, a fungal plant pathogen that causes head blight of wheat and barley and ear rot of maize, not only reduces grain yield and quality, but also contaminates the grain with toxic metabolites that are a threat to human and animal health. Efforts in 2007-08 by AAFC researchers resulted in the development of a large collection of genes expressed by Fusarium graminearum in a range of growth conditions and especially during host invasion. One of the unexpected and striking findings is the presence within the genome of highly variable and gene-rich regions harbouring genes potentially associated with pathogenicity. |
3. Sustainable management of aquatic resources through the use of genomics tools to: manage fishery openings; generate increased understanding of population genetics and structure; further understanding of behavioural, physiological and immunological responses to the environment; and through the management of aquatic animal diseases. |
3.1 To better manage fishery openings and understand the changing behaviour of fish stocks due to climate change and pollution, genomics tools including gene expression profiling are used by DFO to determine physiological changes along the migration route to natal streams that is associated with early entry, a behavioural shift in late run Fraser River sockeye salmon. Results to date indicate that osmoregulatory readiness was not used to cue the timing of river entry but may be important to successful migration within the river. It has been shown that there is a strong physiological association of gill expression with fate in the river. As well, biomarkers were identified that are associated with gross somatic energy reserves, maturation processes, navigation strategies and cueing systems, osmoregulatory preparedness and temperature response. A tremendous breadth of new knowledge on salmon migration physiology was gained. Predictive biomarkers are being developed for monitoring relevant genes to enable pre-season prediction of migration behaviour and fish survival for fishery managers. 3.2 Research to efficiently and effectively identify genetic differences between two morphologically similar mussel species Mytilus edulis and M. trossulus and determine the relative distribution of these species within Nova Scotia is being undertaken by DFO, with support from industry and the province of Nova Scotia. Genetic markers have been tested and optimized for higher throughput lower cost species identification in mussels. Results in 2007-08 indicate that there are very different species compositions at locations that are adjacent to each other and have identified sites suitable for mussel seed collection for use in aquaculture in Nova Scotia, thereby helping to overcome the impacts from the restriction of movement of species from areas with aquatic invasive species. 3.3 Infectious diseases present a significant economic burden to finfish aquaculture industries and there is concern that diseases may also negatively impact wild fish populations. Genomic approaches are being used by DFO to better understand the diversity of viral hemorrhagic septicemia virus (VHSV) and to relate this diversity to host responses to infection, disease development and recovery or resistance to, clinical disease. Multiple isolations of VHSV from marine waters off the coast of New Brunswick, Nova Scotia and British Columbia have been genetically analyzed and this information has been used to develop a database for use in rapid identification and analysis of isolates. Recently, VHSV has been detected in the Great Lakes region; this strain is most closely related to isolates from New Brunswick and Nova Scotia, suggesting introduction from an eastern reservoir. Characterization of VHSV types has yielded information that is necessary for policy development and regulation to help prevent the spread of new virus types in to an area. Research is continuing to better understand the genetic basis of virulence among strains identified in Canadian waters. 3.4 In 2007-08, novel vaccine types continued to be explored by DFO. Three different approaches are being targeted and based on the indirect but more powerful stimulation of the immune system via the activation of antigen presenting cells (APC) through heat-shock proteins (HSP)-antigen complexes. Atlantic cod and the pathogen nodavirus is the model for several reasons. Cod farming is nearing the commercial stage in eastern Canada and is a promising substitute to an almost inexistent fishery. Nodavirus is a serious pathogen of concern for cod farming, with several outbreaks reported in juvenile fish in the past 4 years. The immune system of Atlantic cod seem to possess unique characteristics, although cods can be immunized, a specific immunoglobulin response cannot be detected, so it is believed that cellular and non-specific immune responses are likely to be more important for this species. HSP-peptide vaccines are considered excellent candidates since discovering that HSP-peptide complexes are potent stimulators of a variety of immune responses, but to our knowledge, assays for fish vaccines have not been performed yet. |
4. Positioning the Canadian regulatory system for health to enable innovation while minimizing the risks to Canadians through a focused genomics R&D program aimed at strengthening capacity in priority areas such as genetic information, biotechnology products, human genomics and microbial genomics, on human, animal and environmental health. |
4.1 In 2007-08, genomics research within the Health Portfolio (HC and PHAC) continued to focus on the development and application of "omics" tools to reduce exposure to foodborne pathogens. Current research is providing insight into the cellular changes associated with dietary exposure to different classes of naturally occurring carcinogens that contaminate foods. The results of this research will further our understanding of events involved in tumour induction and will provide a mechanistic framework for regulatory decision-making. 4.2 Health Portfolio projects continued to build on existing research initiative focusing on the Evaluation of Environmental Toxicogenomics. Toxicogenomics is the application of genetic methods to the study of toxicology. The results from a project in 2007-08 have provided insights specific to gene expression changes, driven by exposure to toxic substances. These gene expression changes are critical pieces of knowledge to acquire and apply to gene expression profiling studies, for eventual application to regulatory decision making. Another research project was successful in characterizing cardio-pulmonary responses to cigarette smoke in the laboratory, which resulted in the identification of potential candidate biomarkers to predict the health outcome of cigarette smoking. 4.3 In 2007-08 research continued in the generation of pharmacogenomic and biotherapeutics data, specifically facilitating new knowledge of the potential health risks related to the toxicogenomics and proteomics of biotherapeutics. Health Canada increasingly recognizes the significant role that such data will play in future drug submissions and that this data holds the possibility to influence human drug approvals in Canada. Results revealed differential patterns of host responses following various regimes of biotherapies, which could help future exploratory studies aimed at identification of specific biomarkers suggestive of adverse reactions associated with biotherapeutics. This increased understanding helps position HC to meet the regulatory challenges of analyzing such data in order to issue sound, science-based decisions. 4.4 Federal scientists, together with local, national and international collaborators, continued their focus on genomics, including a wide range of public health genomics research. Research completed in 2007-08 at the Public Health Agency of Canada led to the development of a large-scale RNA interference library targeting most of the human genome for its ability to identify host cellular genes that have a role in supporting virus and transmissible spongiform encephalopathy (prion) pathogenesis. Prion diseases of humans include classic Creutzfeldt-Jakob disease. Further funding from national and international partners and commercial partners was secured to continue towards the development of a commercially available pre-clinical test. These results are likely to prove effective in the rapid detection, surveillance and risk assessment of prion contamination and other subtypes of organisms with the greatest public health risk. |
5. Increased knowledge for forest generation and protection methods and for addressing environmental impact considerations, through a focused genomics R&D effort on species and traits that are of economic importance to Canada. |
5.1 A genome scan by NRCan scientists in 2007-08, revealed that gene islands underlying growth and adaptation in spruce allowed the rapid selection of candidate gene to support linkage and association mapping experiments. Budset related genes were the target of newly synthesized libraries and ongoing expression profiling experiments. The NRCan Canadian Forest Service (CFS) developed a Single Nucleotide Polymorphism discovery Laboratory Information Management System and Database to track family members, expression data, PCR primers, amplification success and re-sequencing efforts. A white spruce consensus genetic map was assembled and major quantitative trait loci were identified for the control of bud set and annual height increment. In collaboration with Arborea II, a large-scale forest genomics project funded by Genome Canada (led from U. Laval); several hundred candidate genes have been identified for wood formation in white spruce. In collaboration with Treenomix, the other large-scale forest genomics project funded by Genome Canada (led from UBC); the CFS was able to localize the expression and induction profile of defence related genes, leading to improved understanding of insect resistance mechanisms in spruce and poplar. Recent progress in 2007-08 also demonstrated that a previously identified candidate gene in white pine is an important factor for plant defence response against pathogen invasion as well as for plant development. The CFS identified Douglas-fir disease resistance genes. 5.2 In 2007-08, the CFS made significant advances in the development of DNA diagnostic and monitoring tools for the early identification and tracking of pathogens. The Canadian Food Inspection Agency (CFIA) and the United States Department of Agriculture Animal and Plant Health Inspection service (USDA-APHIS) have adopted operationally the DNA-based diagnostic assays developed for sudden oak death by the CFS for their survey, certification and quarantine applications. The CFS is currently generating large databases to identify genes that are involved in important disease processes (pathogenicity, infection, toxin production, host defence compound detoxification and host recognition) for use in diagnostic tools. 5.3 The interaction between viruses and the natural host is a culmination of co-evolutionary events that lead to successful viral infection and the survival of the host. CFS work in this area in 2007-08 has demonstrated the dynamic relationship existing in any given populations of insect viruses and their host. Microarray studies have shown precise gene expression profiles following infection. The CFS also found through these studies that certain viruses produce proteins that have a down regulating effect on host genes involved in the immunity of larvae to parasites. This is a promising avenue to generate effective biological control agents against Lepidoptera and pest beetles such as the mountain pine beetle. The CFS fully sequenced and annotated the genome of the whitemarked tussock moth nucleopolyhedrovirus. The sequencing of viral genomes has resulted in a proposal for a new classification of the family Baculoviridae and CFS work was a significant contribution to the state of the art understanding of the evolution of baculoviruses and their adaptation to their insect hosts. The CFS developed molecular tools for the detection of microsporidia, a group of unicellular insect pathogens, in outbreak populations of forest defoliators. These tools were used to track the prevalence of microsporidia during an outbreak cycle of the jack pine budworm and eastern spruce budworm to elucidate their role in outbreak dynamics and study their transmission in insect populations. |
6. Development of genome-science applications to support regulatory and enforcement activities in key areas such as environmental risk assessment and management; enforcement and compliance; pollution detection, monitoring and prevention; conservation biology and wildlife genetics; technology forecasting and assessment; and the responsible and sustainable development and use of bio-based products and industrial processes. |
6.1 Environmental genomics-based approaches were used in 2007-08 by EC to:
6.2 In 2007-08 investments continued in environmental genomics foresight, knowledge development, instrumentation, infrastructure and outreach (e.g., periodic comparative analysis of international environmental genomics activities via bilateral with US EPA). EC is also working closely with The Organization for Economic Co-operation and Development (OECD) and the International Programme on Chemical Safety (IPCS) of the World Health Organization (WHO) in developing strategies and work-plans on several fronts to lead and co-ordinate international efforts to attempt to see how toxicogenomic methods and approaches might be applied within in a regulatory context. Strengthening of partnerships and joint-projects between Federal Departments continues (i.e. Environment Canada and Fisheries and Oceans Canada). |
The Public Health Agency of Canada participates in the following horizontal initiatives:
DPR Horizontal Initiative | |||||||
Name of Horizontal Initiative: The Federal initiative to Address HIV/AIDS in Canada | |||||||
Name of Lead Department: Public Health Agency of Canada | Lead Department Program Activity: Disease Prevention and Control | ||||||
Start Date of the Horizontal Initiative: January 13, 2005 | End Date of the Horizontal Initiative: Ongoing | ||||||
Total Federal Funding Allocation: 2005-06 - $55.2 million; 2006-07 - $63.2 million; 2007-08 - $71.2 million; and 2008-09 - $84.4 million (ongoing) | |||||||
Description of the Horizontal Initiative: The Agency is responsible for the overall co-ordination The Federal Initiative to Address HIV/AIDS in Canada (Federal Initiative). The Federal Initiative represents the federal contribution to a larger, multisectoral, stakeholder-driven national action plan for Canada’s response to HIV/AIDS. The Federal Initiative focuses on those populations most vulnerable to the HIV/AIDS epidemic - people living with HIV/AIDS, gay men, Aboriginal peoples, people who use injection drugs, inmates, youth at-risk, women, and people from countries where HIV is endemic. An integrated approach to program development encompasses issues related to the determinants of health, sexual health and individuals who are infected with HIV/AIDS, as well with hepatitis C, sexually transmitted infections and/or tuberculosis. The Federal Initiative targets priority issues of people living with or at-risk of HIV/AIDS through a combination of externally-delivered grants and contributions and federally-delivered (operating and maintenance) investments.
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Shared Outcome(s): Immediate (Short Term 1 - 3 years) Outcomes:
Intermediate Outcomes:
Long Term Outcomes:
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Governance Structure(s): Health Canada (HC) supports community-based HIV/AIDS education, capacity-building, and prevention for First Nations on-reserve and Inuit communities; provides leadership on international health policy and program issues; and assistance and guidance on evaluation. As the Government of Canada's agency for health research, the Canadian Institutes of Health Research (CIHR) sets priorities for and administers the extramural research program. Correctional Service of Canada (CSC), an agency of the Ministry of Public Safety and Emergency Preparedness Canada, provides health services, including services related to the prevention, diagnosis, care and treatment of HIV/AIDS, to offenders sentenced to imprisonment for two years or more. HC's International Affairs Directorate coordinates global engagement activities and provides the secretariat for the Consultative Group on Global HIV/AIDS Issues. The Consultative Group on Global HIV/AIDS Issues is a forum for dialogue between government and civil society on Canada's response to the global pandemic, and includes the provision of advice; guidance and suggestions regarding collaboration and policy coherence to ensure a more effective response. The Interdepartmental Forum on Global HIV/AIDS Issues provides overall coordination and coherence in the federal government's approach to the global pandemic. Participating departments and agencies include PHAC, Health Canada, CIDA, DFAIT, and the Canadian Institutes of Health Research. Other government departments are invited to attend on an as-needed basis. The Ministerial Advisory Council on the Federal Initiative to Address HIV/AIDS in Canada provides independent advice to the Minister of Health on pan-Canadian aspects of HIV/AIDS. The Federal/ Provincial/ Territorial Advisory Committee on AIDS serves as a forum to promote a coordinated governmental response to the HIV/AIDS epidemic. The National Aboriginal Council on HIV/AIDS provides advice to the Public Health Agency of Canada and Health Canada on issues relating to HIV/AIDS and Aboriginal populations. The Federal/Provincial/Territorial (FPT) Heads of Corrections Working Group on Health is a sub-committee of the FPT Heads of Corrections. The Working Group on Health promotes policy and program development that is informed and sensitive to the complex issues surrounding the health of inmates, and provides advice to the FPT Heads of Corrections on trends and best practices as they relate to health in a correctional setting. Other federal departments have mandates to address broader social determinants that affect people living with HIV/AIDS or their vulnerability to acquiring the infection, as well as to address the global epidemic. A Government of Canada Assistant Deputy Ministers' Committee on HIV/AIDS establishes appropriate links and assists with the development of a broader Government of Canada approach to HIV/AIDS. |
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Federal Partners | Federal Partner Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | Planned Spending for 2007-2008 | Actual Spending for 2007-2008 | Expected Results for 2007-2008 | Results Achieved in 2007-2008 |
1. Public Health Agency of Canada |
Infectious Disease Prevention and Control |
HIV/AIDS |
Ongoing |
$30.6M |
$24.2M |
Increased awareness of HIV/AIDS epidemic in Canada and the factors that contribute to its spread through: Improved quality assurance in HIV testing through: Strengthened pan-Canadian response to HIV/AIDS through: Increased and improved collaboration and networking through: Improved access to quality prevention, diagnosis, care, treatment and support through: Increased capacity (knowledge and skills) of individuals and organizations through support for health and education professionals by providing evidence based guidelines, training and technical assistance on issues related to HIV/AIDS and other infectious diseases. |
Outcomes are planned for the longer term. Interim results are reported below. Stigma and discrimination prevent people from accessing HIV testing, care, treatment and support. The campaign to change stigmatizing and discriminatory behaviours of 18-25-year-old males is in the last stage of development. This planned campaign is based on evidence that young men in this age group will change their attitudes and behaviours in response to an appropriately-focussed campaign. New surveillance information was made available through 2007 publications: HIV and AIDS in Canada: Surveillance Report (June, December), Inventory of HIV Prevalence and Incidence Studies in Canada, HIV/AIDS Epi Updates A nationally-based sentinel behavioural surveillance system to track HIV and associated risk behaviours in key populations by means of cyclical cross-sectional surveys at selected sites across Canada is well underway. M-track (men-who-have-sex-with-men) and I-track (people who use injection drugs) projects are established, with advisory groups, and study sites in high risk areas in key cities. A-track (Aboriginal peoples), E-Track (people from countries where HIV is endemic) and P-track (people living with HIV/AIDS) projects are at the exploratory stage, with feasibility and scope under discussion with population-specific expert working groups In 2007-08 PHAC’s HIV labs:
The work on a population-specific framework to guide program development and all population-specific status reports moved ahead, with planned publication of the reports starting in 2008. The vaccine plan is being implemented through the work of the Canadian HIV Vaccine Initiative, launched in 2007. In 2007-08, consultations were held on the development of a pilot-scale manufacturing facility, and the social and discovery research program, clinical trial capacity-building and networks program, and policy development and community engagement program. The review of Federal Initiative committees has been deferred to 2009. Progress has been made on the further development and implementation of the performance management framework. An implementation evaluation of the Federal Initiative will be completed by December 2008, and a process evaluation is underway to test performance indicators. A horizontal pilot project with the Homelessness Partnering Secretariat will demonstrate whether or not a culturally-appropriate case management approach can improve health and housing outcomes for Aboriginal persons who are homeless or at risk of homelessness and living with HIV/AIDS. Fact sheets and a website discussion forum were made available for street youth to learn about STIs , HIV, and associated acquisition and transmission risks. In 2007-08, with the support of provinces and territories, the groundwork was laid for the updating of national HIV and STI testing policies and guidelines. Underpinning this work was the publication of HIV Testing and Counselling: Policies in Transition, a synthesis of research in Canada and around the world. New national HIV testing guidelines were published. Point-of-Care HIV Testing Using Rapid HIV Test Kits: Guidance for Health Care Professionals can be adapted by provinces and territories for use within their specific jurisdictions. The Canadian Guidelines on Sexually Transmitted Infections were updated and distributed across the country. Training sessions were provided to education and health professionals in the application of these guidelines. National anti-homophobia resources were developed to decrease the impact of homophobia in health and medical care settings. There is strong evidence that homophobia deters people from accessing HIV and STI testing, care, treatment and support. Explanation of variance ($6.4M): The variance represents a reallocation of $2.3M to Canadian HIV Vaccine Initiative and the balance relates to reductions required by the Expenditure Review Committee. |
|
|
Regional HIV/AIDS Program |
Ongoing |
$13.5M |
$12.4M |
Increased and improved collaboration and networking through multi-sectoral partnership development. Increased awareness of HIV/AIDS through funding projects to engage target populations in awareness raising (promotion and prevention) events, presentations and campaigns on HIV/AIDS. Increased capacity (knowledge and skills) of individuals and organizations through funding projects to provide skills building sessions for staff and volunteers. Improved attitudes and behaviours towards people living with HIV/AIDS through policy changes and other initiatives that create a more supportive environment for people living with HIV/AIDS. Improved access to quality HI/AIDS prevention, diagnosis, care, treatment and support through strengthened population-specific funding programs delivered through regional community based organizations. |
The Public Health Agency’s regional offices are responsible for administering the AIDS Community Action Program (ACAP). In 2007-08 ACAP provided $10.4M in funding for 52 time-limited and 74 operational community-based projects across Canada. These 126 projects aim to create supportive environments for those living with HIV/AIDS, prevent HIV/AIDS in key populations (gay men, people who use injection drugs, Aboriginal peoples, prison inmates, youth at risk, women and people from countries where HIV is endemic), facilitate health promotion for those living with HIV/AIDS, and strengthen community based organizations that work with the key populations. Seven of the above mentioned ACAP projects are integrated with hepatitis C funding to target people who use injection drugs to prevent the spread of blood-borne pathogens. Explanation of variance ($1.1M): G&C reduction exercise and reallocation to CHVI |
2.Health Canada (HC) |
First Nations Inuit Health Branch (FNIHB) |
First Nations in-reserve and Inuit Community Health |
Ongoing |
$3.3M |
$3.1M |
Increased awareness of HIV/AIDS epidemic in Canada and the factors that contribute to its spread through increased support for on-reserve First Nations in their efforts to develop and deliver targeted prevention, education and awareness programs for health professionals, community leaders and community members. Increased capacity (knowledge and skills) of individuals and organizations through provision of HIV/AIDS and hepatitis C guidelines for nurses working on reserve; and training on HIV/AIDS and hepatitis C for health professionals and nurses working on reserve. |
FNIHB provided $3.1M funding to First Nations (FN) and Inuit community organizations across seven regions to develop and deliver targeted prevention, education and awareness programs for health professionals, community leaders and community members, and to increase the capacity (knowledge and skills) of individuals and organizations. In Atlantic Region, projects focused mainly on youth and women. For example, STI testing was offered during routine pap testing to increase testing of HIV/AIDS. Prevention education workshops took place in classrooms for grades 7-12 on STI/AIDS/HIV sexual health for Innu communities; women’s workshops on violence prevention were presented in communities and also included youth. An evaluation of Healing Our Nations programs was completed. New collaborative relationships were established with Tu’kn communities, Cancer Care Nova Scotia (for data collection) and the population health research unit of Dalhousie University. This collaboration with the provincial government and district health authorities will contribute to improving First Nations youth health; and, to improving community leaders’ knowledge of HIV/AIDS. This is the First Canadian On-Reserve Youth Health Centre that will meet provincial standards. In the area of capacity building, 21 Innu and 2 Micmac “Youth Train the Trainer” sessions took place involving training on-reserve youth to become peer educators on issues of sexuality, hepatitis C, STIs and HIV/AIDS. School based education of sexual health was carried out. The Labrador Friendship Centre hosted a conference on sexual health delivered for community members from Sheshatshui and Natuashish. Support was provided for Aboriginal PHAs (APHAs) living in First Nations communities through workshops dealing with Death and Dying. In Quebec, projects focused on training on HIV/AIDS and hepatitis C for health professionals and nurses working on reserve These included training on Youth Sexual Health, and Notification of Sexual Partners, for nurses and community health nurses (CHNs). An information flyer on HIV/AIDS and pregnant women was produced with the collaboration of women from various groups involved in HIV / AIDS activities. The Circle of Hope Newsletter was distributed to First Nations and their health care workers. In Ontario, partnerships were enhanced and linkages with major stakeholders (local health units, First Nations HIV/AIDS Education Circle) were increased. Thirty seven communities received support for programs which included the distribution of HIV/AIDS education material. Political Tribal Organizations (PTOs), Tribal Councils and Chief Councils received funding for HIV/AIDS initiatives. In Manitoba, Two conferences on Education and Collaboration were delivered. One was attended by more than 150 CHNs and community representatives; the second conference was attended by 120 CHNs. Through the evaluations the nurses reported that they learned a great deal about HIV/AIDS and Hepatitis C and requested further conferences and workshops. In Saskatchewan: All 84 SK communities accessed funding and delivered HIV/AIDS prevention education and awareness programs with community specific objectives and activities. As a result, 70 people attended 3 workshops on HIV in which personal and community values were explored and became the basis for HIV planning & activity implementation. CHNs, health directors, National Native and Alcohol & Drug Abuse Program (NNADAP) workers, mental health, youth workers, and health councillors participated in this formal education. Enhanced HIV Surveillance was carried out using the Social Network Analysis tool with newly HIV diagnosed clients. This tool enabled enhanced social data collection and information, resulting in increased knowledge of HIV. Harm Reduction and Needle Exchange Programs (NEP) incorporated culture and aboriginal teachings. NEP programs are operating in 10 FNs Holistic and culturally competent objectives were developed that target FN at risk and marginalized people. SK is unique and strategies need to meet the needs of the people in our communities. In Alberta: Blood borne pathogen and sexually transmitted infection (BBP/STI) funding was provided to 36 communities for community developed and driven activities, including: BBP/STI prevention workshops, awareness/safer sex poster contests at jr/sr high in 3 communities, and Healthier Sexuality presentations made at youth and community workshops by “the Condom Queens” (2 elders). Male/female condoms and dental dams were distributed in health centres, recreation facilities; and pow-wows. BBP/STI 1O1 and BBP/STI Prevention train the trainer sessions were delivered to all Treaty areas nurses, CHRs and NNADP workers in Northern Communities. In British Colombia, FNIHB (BC Region) partnered with the First Nations Leadership Council and the Government of British Columbia (through the formal Tripartite Agreement) to develop the Tripartite First Nations Health Plan. Community training and education sessions were held with positive evaluations. For example, the Carrier Sekani Family Services held a Youth Conference in Prince George “Mobilizing on HIV/AIDS and STIs in Aboriginal Communities”. The Northern Aboriginal Task Force and Healing Our Spirit (HOS) held the 12th Annual Provincial HIV/AIDS Conference in Prince George with an attendance of over 300. ‘Around the Kitchen Table’, is a project that empowers Aboriginal women, with an emphasis on those living in remote communities, to fight the spread of HIV/AIDS by reinstating their traditional roles, and joining them in a community network of support and education. Healing Our Spirit developed and disseminated educational print and video materials; and partnered in project that provided care, treatment and support to on-reserve band members when in Vancouver undergoing treatment for HIV/AIDS. The Headquarters office completed and translated into French the HIV/AIDS and hepatitis C reference tool for nurses working on reserve. In addition to the planned results, FNIHB has increased the availability of evidence through work on a Performance Measurement Strategy (implementation of evaluation tools and mechanisms at regional levels), and the initiation of work on a pilot HIV sentinel surveillance system for First Nations on reserve and Inuit.(A-Track). Explanation of variance ($0.2M): FNIHB/PHAC Letter of Agreement - funds not retrieved by PHAC due to new rules for funds transfers between HC and PHAC. Funds lapsed. FNIHB also provided an additional $2.6M from its core budget to support its HIV/AIDS programs. |
|
International Affairs Directorate |
Global Engagement |
Ongoing |
$1.2M |
$0.6M |
Improved coherence of Federal response through increased policy coherence across the Federal Government's global HIV/AIDS activities. Strengthened pan-Canadian response to HIV/AIDS through support projects that engage Canadian organizations in the global response to HIV/AIDS. |
The International Affairs Directorate convened and provided leadership to the Federal AIDS 2008 Secretariat, an interdepartmental co-ordinating committee which is guiding the Government of Canada’s participation in the XVII International AIDS Conference (Mexico, 1-8 August 2008). A strong co-ordinated Canadian presence will ensure that Government of Canada priorities are communicated and well-represented at this important forum that brings together political leaders, health professionals, scientists, policy-makers and community members from around the world to address key issues in the global response to HIV/AIDS. Global information sharing opportunities and collaborative activities related to HIV/AIDS were expanded through support for Canadian participation in relevant international organizations and international fora. Five grants were awarded to qualified organizations through an open and competitive process, to enhance Canadian engagement in the global response to HIV/AIDS. Organizations who have received funding are able to better serve their communities and members by transferring the knowledge, skills and lessons learned they have gained in pursing their international work. Understanding of the implications, challenges and opportunities of recognizing HIV infection as a disability and of seeking such an interpretation of the UN Convention on the Rights of Persons with Disabilities was improved. Explanation of variance ($0.6M): -Reallocation to the Canadian HIV Vaccine Initiative; and challenges in staffing had implications for overall capacity to use resources. |
|
Departmental Program Monitoring and Evaluation Directorate |
Program Evaluation |
|
$0.1M |
$0.0M |
Improved coherence of Federal response through the provision of strategic performance management framework: ongoing performance measurement, monitoring, evaluation and reporting of performance results. Increased capacity (knowledge and skills) of individuals and organizations through developing the capacity for monitoring and evaluation of the HIV/AIDS epidemic in Canada |
Corporate evaluation provided evaluation support to Health Canada’s Federal Initiative partners and advice on the Federal Initiative implementation evaluation. Explanation of variance ($0.1M): Staff support to file was paid from DPMED’s core budget, not from Federal Initiative funds. As of April 1, 2008 $100K of Federal Initiative funds were transferred to PHAC. |
3. Canadian Institutes of Health Research (CIHR) |
Institute of Infection and Immunity |
HIV/AIDS Research Projects and Personnel Support |
Ongoing |
$19.4 M |
$18.8M |
Increased and improved collaboration and networking through: Increased availability and use of evidence through: Increased capacity (knowledge and skills) of individuals and organizations through launching strategic capacity building initiatives and providing funding for training and salary awards Strengthened pan-Canadian response to HIV/AIDS through: |
The Health Systems, Services and Policy and Resilience, Vulnerability and Determinants of Health expert working group developed the Centres for Population Health and Health Services Research Development in HIV/AIDS Request for Applications (RFA). This funding will enable the development of an integrated network of centres in Canada specializing in HIV/AIDS health services and policy research and research on the social, cultural and environmental determinants affecting the HIV/AIDS epidemic. In 2007-08, with combined CIHR and Federal Initiative funding, CIHR funded 182 grants, 139 awards and 17 Canada Research Chairs in the area of HIV/AIDS. This investment totalled $37.1 million in HIV/AIDS research in 2007-08. This funding flowed directly to HIV/AIDS researchers in universities and research institutions across Canada. Through the Community-based Research Program, 11 new grants (3 Aboriginal Stream; 8 General Stream) and 8 capacity-building grants and awards (5 Aboriginal Stream; 3 General Stream) were approved in 2007-08. CIHR also renewed funding for the Canadian HIV Trials Network after an open, competitive, peer-reviewed process. HIV/AIDS researchers supported by CIHR made significant achievements in addressing the HIV/AIDS epidemic both in Canada and globally. CIHR-supported outcomes in this area included: an international research study that found that male circumcision is an effective way to reduce the incidence of HIV among young men. The study was named the top medical breakthrough of 2007 by Time Magazine,
In 2007-08, the CIHR launched the development of a strategic plan for the CIHR HIV/AIDS Research Initiative; The final document will position Canada’s strategic HIV/AIDS research priorities in the context of an overarching strategic plan that will serve as a useful guide for future CIHR HIV/AIDS Research Initiative investments. As part of the process, the CIHR invited its HIV/AIDS stakeholder community to play a leading role in shaping its strategic plan. Consultations revealed that Canada’s HIV/AIDS research community overwhelmingly supported the directions being taken and funding mechanisms used by CIHR. Through the CIHR Community-Based Research Program, Aboriginal communities and organizations are involved in the design and implementation of research projects. This approach provided study populations with control of the research they were involved in and allowed for improved dissemination of knowledge created back to the community. Explanation of variance ($0.6M): Internal levies and reallocation to CHVI. |
4. Correctional Service of Canada |
Health Services |
|
Ongoing |
$3.1 M |
$1.9M |
Improved collaboration and networking through expanded information sharing opportunities and collaborative activities within the F/P/T/ Heads of Corrections Working Group. Increased awareness of HIV/AIDS through increased awareness of the need for innovative research initiatives on infectious diseases within the federal offender population. Increased capacity (knowledge and skills) of individuals and organizations through continued support of and participation in training and learning opportunities for correctional health care professionals. Improved access to quality prevention, diagnosis, care, treatment and support through: Increased availability and use of evidence through: |
F/P/T/ Heads of Corrections Working Group shared information on areas of mutual interest including the development of national HIV Point of Care testing and counselling guidelines, BC’s Youth HIV/HCV Study, and CSC’s Discharge Planning Guidelines. Ongoing consultation with PHAC has resulted in research/ collaborative activities such as the inmate survey on risk behaviours, which was conducted in early summer 2007. The results are currently being tabulated and analysed. CSC’s national, regional and institutional nurses participated in the annual CANAC (Canadian Association of Nurses in AIDS Care) conference. Infectious diseases training needs for Infectious Disease Nurses in CSC was reviewed. A plan is under development that will be integrated with an overall annual training strategy for CSC nurses. New Discharge Planning Guidelines were implemented in all Regions in February 2008. They provide direction to staff on the discharge or transfer of offenders with ongoing infectious disease issues. Consultations are taking place to improve infectious disease services for women offenders. An Infectious Disease Strategy will be finalized and implemented in 2008-09. The A-PEC (Aboriginal National HIV/AIDS Peer Education and Counselling program) trains First Nations, Inuit and Métis offenders to be peer resource helpers in the area of infectious disease and harm reduction measures. One national and two regional Aboriginal Health Coordinators, with the assistance of Aboriginal Service Organizations, implement the program in all five CSC regions. In March 2008 consultations took place for the development of a National Aboriginal Health Strategy. Seven inmate-led projects were funded under the Special Initiatives Program to educate offenders on the risks associated with certain behaviours. The National HIV/AIDS Peer Education and Counselling (PEC) Program trains selected inmates to become "peer educators"; and to offer support and infectious disease information to other inmates. 43 CSC institutions are required to deliver PEC. In 2007, there were peer educators in 37 of 43 (86%) facilities. A newsletter on infectious disease, including HIV/AIDS surveillance data, was released. Surveillance data analysis was enhanced through better coordination and management of data collection activities. The inmate survey was administered in late spring-summer 2007. Preliminary results are currently under review/analysis. Implications for policies and programs will be determined in 2008/09. Explanation of variance ($1.2M): Challenges in recruitment activities have had implications for overall capacity to use resources. The creation of the Public Health Branch will give CSC a firm base from which to further solidify HIV/AIDS activities under the Federal Initiative. |
Total | Ongoing | $71.2 M | $61.0 M | ||||
Comments on Variances: See individual program responses to variance |
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Results to be Achieved by Non-federal Partners: Major non-governmental stakeholders are considered full partners in the Federal Initiative to Address HIV/AIDS in Canada. Their role is to engage and collaborate with all levels of government, communities, other non-governmental organizations, professional groups, institutions and the private sector to enhance the Federal Initiative to Address HIV/AIDS in Canada's progress on all outcomes identified above. |
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Contact Information: Dr. Howard Njoo 613-948-6799 howard_njoo@phac-aspc.gc.ca |
DPR Horizontal Initiative | |||||||
Name of Horizontal Initiative: Canadian HIV Vaccine Initiative | |||||||
Name of Lead Department: Public Health Agency of Canada | Lead Department Program Activity: Disease Prevention and Control | ||||||
Start Date of the Horizontal Initiative: February 2007 | End Date of the Horizontal Initiative: March 2013 | ||||||
Total Federal Funding Allocation (start to end date): $111 million | |||||||
Description of the Horizontal Initiative: The Canadian HIV Vaccine Initiative (CHVI), Canada’s contribution to the Global HIV Vaccine Enterprise, is a collaborative undertaking between the Government of Canada and the Bill & Melinda Gates Foundation to contribute to the global effort to develop a safe, effective, affordable and globally accessible HIV vaccine. This collaboration builds on the Government of Canada’s commitment to a comprehensive, long-term approach to address prevention technologies. Participating federal departments and agencies are the Public Health Agency of Canada, Industry Canada, Health Canada, the Canadian Institutes of Health Research, and the Canadian International Development Agency. The CHVI’s overall objectives are to: strengthen HIV vaccine discovery and social research capacity; strengthen clinical trial capacity and networks, particularly in low and middle income countries (LMICs); increase pilot scale manufacturing capacity for HIV vaccine clinical trial lots; strengthen policy and regulatory approaches for HIV vaccines and promote the community and social aspects of HIV vaccine research and delivery; and ensure horizontal collaboration within the CHVI and with domestic and international stakeholders. |
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Shared Outcome(s): |
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Governance Structure(s): The Minister of Health, in consultation with the Ministers of Industry and of International Cooperation, will be the lead Minister for the CHVI for the purposes of overall coordination. Communications for the CHVI will be handled jointly. In support of the Ministers, coordination for the Government of Canada will be provided by an Interdepartmental Steering Committee consisting of representatives from the participating federal departments and agencies. The Interdepartmental Steering Committee will be responsible for providing strategic directions and priorities and reviewing progress. Multi-stakeholder advisory committees and working groups, involving governments, the private sector, international stakeholders, people living with HIV/AIDS, researchers and NGOs and other relevant stakeholders, will be established to inform the CHVI. The role of participating departments and agencies involved in the CHVI are:
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Federal Partners |
Federal Partner Program Activity |
Names of Programs for Federal Partners |
Total Allocation (from start to end) |
Planned Spending for 2007-08 |
Actual Spending for 2007-08 |
Expected Results for 2007-08 |
Results Achieved in 2007-08 |
1. PHAC |
Disease Prevention and Control |
Public Health Contributions Program |
$27 M |
$0.9 M |
$0.7 M |
• Planning, coordination and communications strategy and tools |
• CHVI interdepartmental steering committee operational. |
2. HC |
Program Activity 1.3 International Health Affairs |
Grants to eligible non-profit international organizations in support of their projects or programs on health |
$1 M |
$0.2 M |
$0.2 M |
• Provide grants to Canadian and international organizations involved in HIV vaccines policy development |
• Two projects implemented focussing on legal ethical and human rights frameworks and good participatory practices for community involvement in HIV vaccines research |
3. IC |
Strategic outcome: innovative economy. Program Activity: Industry Sector - Science and Technology and Innovation |
N/A |
$13 M |
$0 |
$0 |
• Joint consultation on pilot scale HIV vaccine manufacturing facility for clinical trial lots (with CIDA, PHAC and Gates Foundation) |
• Stakeholder consultations completed on manufacturing facility |
4. CIDA |
Program Activity 1.4, Institutions - Enhanced capacity and effectiveness of Multilateral institutions and Canadian/ International organizations in achieving development goals |
International Development Assistance Program |
$60 M |
$0 |
$0 |
• Joint consultation on pilot scale HIV vaccine manufacturing facility for clinical trial lots (with PHAC, IC and Gates Foundation), on Discovery and Social Research (with CIHR) and on Clinical Trial |
• Stakeholder consultations completed on manufacturing facility, discovery and social research and Clinical Trial Capacity Building and Networks funding program |
5. CIHR |
HIV/AIDS Research Initiative - Program Activity Architecture |
HIV/AIDS |
$10 M |
$0.5 M |
$0.1 M |
• Joint consultation Discovery and Social Research (with CIDA). |
• Stakeholder consultations completed on discovery and social research |
Total | $111 M | $1.6 M | $1.0 M | ||||
Comments on Variance: N/A |
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Results to be Achieved by Non-federal Partners: Results to be achieved by Non-Federal Partners) Non-governmental stakeholders (including research institutions and not-for-profit community organizations) are integral to the success of the CHVI. Their role is to engage and collaborate with participating departments and agencies, the Gates Foundation and other funders to contribute to CHVI objectives and to a significant Canadian contribution towards the Global HIV Vaccine Enterprise. |
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Contact Information: |
1. Name of Horizontal Initiative: Sydney Tar Ponds and Coke Ovens Remediation Project |
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2. Name of Lead Department(s): PWGSC |
3. Lead Department Program Activity: Office of Greening Government Operations Services |
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4. Start Date of the Horizontal Initiative: May 12, 2004 |
5. End Date of the Horizontal Initiative: 2014 |
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6. Total Federal Funding Allocation (start to end date): Up to $280 million (+ $120 million Province of Nova Scotia’s share = total project funding of $400 million). |
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7. Description of the Horizontal Initiative (including funding agreement): Federal –Provincial Cost Share to remediate the Sydney Tar Ponds and Coke Ovens sites situated on federally and provincially owned lands in the heart of Sydney, Nova Scotia. These sites were contaminated as a result of a century of manufacturing steel. The project is in support of the federal governments' sustainable development initiative, recognizing the environmental, social and economic dimensions of the Sydney area. The project will have long term benefits for all Canadians. When remediation is complete, Nova Scotia will take ownership of the lands. Any remaining contaminants will be managed and monitored by the Province of Nova Scotia in accordance with the Memorandum of Agreement. The provincial agency’s website can be found at: http://www.tarpondscleanup.ca. The website for the Canadian Environmental Assessment Agency is: http://www.ceaa-acee.gc.ca/050/viewer_e.cfm?cear_id=8989#Documents |
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8. Shared Outcome(s) The project will result in environmental, economic, and social benefits for Nova Scotians, First Nations Communities and all Canadians. Downtown Sydney will have new land to be developed, which will aid in rejuvenation of the economically depressed area. |
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9. Governance Structure(s)
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10. Federal Partners |
11. Federal Partner Program Activity |
12. Names of Programs for Federal Partners |
13. Total Allocation (2004-2014) |
14. Actual Spending for 2007-2008 |
15. Planned Spending for 2008-2009 |
1. ENVIRONMENT CANADA | Provision of advice to PWGSC on technical issues, historical studies and scientific issues related to contaminated sites. | a. N/A | $7,640,000 | $678,086 | $619,742 |
2. HEALTH CANADA | Provision of advice to PWGSC on issues related to human health, technical issues and risk assessment. | a. N/A | $4,410,000 | $515,396 | $550,000 |
3. PWGSC
PWGSC Cost Share Payment: |
Federal lead | a. N/A |
$25,870,000
|
$1,845,565
|
$2,928,000
|
Total $320,160,000 |
Total $11,393,814 | Total $25,548,785 | |||
16. Expected Results for 2007-2008:
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17. Results Achieved in 2007-2008: Completion of preliminary and preventative works. |
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18. Comments on Variances: N/A |
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19. Results to be Achieved by Non-federal Partners (if applicable): Nova Scotia's Sydney Tar Ponds Agency federal funding for cost shared expenditures in remediation work for fiscal year 2008-2009 is estimated at $21.5 million. |
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20. Contact Information: Randy Vallis, Director, Sydney Tar Ponds and Coke Ovens Remediation Project Brenda Powell, Chief Business Management, Sydney Tar Ponds and Coke Ovens Remediation Project |
1. Name of Horizontal Initiative: Government of Canada Marketplace (GoCM) |
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2. Name of Lead Department(s): PWGSC |
3. Lead Department Program Activity: Acquisition Services |
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4. Start Date of the Horizontal Initiative: December 2002 |
5. End Date of the Horizontal Initiative: March 31, 2008 |
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6. Total Federal Funding Allocation (start to end date): $47.73 million | |||||
7. Description of the Horizontal Initiative (including funding agreement): The Government of Canada Marketplace (GoCM) is an electronic catalogue that enables departments and agencies to search for goods and services available through PWGSC standing offers and supply arrangements and to generate order forms for the selected goods and services. E-tools, such as the GoCM, support Government of Canada Procurement Renewal by automating and simplifying purchasing processes, facilitating standardized reporting on purchasing activities, and maintaining high levels of transparency and accountability. |
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8. Shared Outcome(s) The GoCM will contribute $127 million of savings. These anticipated and quantifiable benefits derive from the contribution of electronic tools to facilitate compliance with mandatory procurement instruments, process efficiencies due to automated business processes and facilitating lower prices through accurate and timely purchasing information needed to leverage the buying power across Government spending. |
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9. Governance Structure(s) PWGSC, in addition to being responsible for the development of the economic and business models to support this initiative, will conduct oversight for the various elements of the GoCM Service throughout its implementation and operational lifecycle. The GoCM Project addresses potential policy and legislative changes as opportunities arise for doing business in a different manner through the GoCM. This is done in collaboration with PWGSC legal and policy/program groups and TBS.
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10. Federal Partners |
11. Federal Partner Program Activity |
12. Names of Programs for Federal Partners |
13. Total Allocation (from start to end date) |
14. Actual Spending for 2007-2008 |
15. Planned Spending for 2008-2009 |
1. PWGSC |
Acquisition Services | GoCM | $ 13.63 million | $ | $6.542 million |
2. TBS funding |
Acquisition Services | GoCM | $ 34.1 million | $ 9.685 million | $ |
Total $ 47.73 million | Total $9.685 million | Total $6.542 million | |||
16. Expected Results for 2007-2008
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17. Results Achieved in 2007-2008 Following the launch of the GoCM in December 2006, PWGSC undertook a series of client consultations with the objective of increasing user satisfaction and increasing uptake of the tool. Four hundred online surveys were completed and ten focus groups were conducted across Canada. These consultations indicated a number of areas where the GoCM could be improved. PWGSC identified the user interface, content, and training as areas of concentration for version 2.0 of the tool. Users were involved over the summer of 2007 to influence the development of the user interface of version 2.0. PWGSC worked with a content aggregator to enhance GoCM content resulting in an improved experience for users. In addition, the entire online training site was revamped to correspond to the new user interface. Feedback from users indicated that the new version represented a significant improvement over the original version. User registration increased over 60% in the three months following the release of version 2.0. As part of the business case for the GoCM, PWGSC committed to making the standing offers and supply arrangements (~2,400) supporting the ten mandatory commodities available through the tool. In an effort to make the tool as useful as possible to clients, PWGSC decided to load all agreements (~8,500) for both the mandatory and non-mandatory commodities. This action exceeded the commitment made by PWGSC regarding the GoCM. PWGSC was required to meet a series of commitments with respect to receiving project funding from Treasury Board for the GoCM. All commitments have been met and PWGSC has closed the GoCM project. As of April 1, 2008, the GoCM is being operated under normal PWGSC authorities. It was initially anticipated that some benefits from GoCM would be derived from compliance with mandatory procurement instruments, automated business process efficiencies and leveraging the buying power across Government spending via accurate and timely purchasing information. This expectation was based on assumptions that the system would have operability with financial systems of departments, require mandatory use of the system and receive support for a centralized approach. These assumptions were overtaken by recent trends within the federal community. Decisions on similar large Informatics Technology (IT) projects have moved the government towards a more decentralized, incremental approach to large IT projects to better manage risks and costs. In addition, recent legislation has expanded deputy minister accountabilities established by the accounting officer role, to include administrative functions like human resources and procurement. This approach runs counter to centralized regimes like the GoCM. In response to this, a more collaborative approach, based on optional take-up and new, easier to use and access purchasing instruments, is required to meet these new accounting officer expectations as well as the call for a service-oriented approach on behalf of client departments. To support the new strategy, review and consultation is underway to determine the most appropriate approach given this new context. Given this shift in direction, and that at this time the GoCM is a partial tool, providing departments with an electronic catalogue that is not linked with their financial systems, exact savings cannot be determined. Savings opportunities through the use of pre-competed sources of supply were still accessed through the use of this system with a potential savings rate of 7-8%. |
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18. Comments on Variances: N/A | |||||
19. Results to be Achieved by Non-federal Partners (if applicable): N/A | |||||
20. Contact Information: Ian Christie, Business Manager, Government of Canada Marketplace, Acquisitions Branch Liliane saint pierre, Assistant Deputy Minister, Acquisitions Branch |
Integrated Border Enforcement Teams (IBETs)
Description: The RCMP has developed a border security strategy that is predicated on maximizing the use of intelligence, technology and human resources to target individuals and organizations exploiting gaps in the border environment.
Shared Outcome(s): Integrated Border Enforcement Teams (IBET) are recognized nationally and internationally as the most effective and efficient means of coordinating local, national and international law enforcement efforts to protect citizens of Canada and the United States from potential threats of terrorism and organized crime.
Governance Structure(s): The International Joint Management Team (IJMT) consists of one representative from Canada Services Agency, the RCMP, US Immigration and Customs Enforcement, US Customs and Border Protection/ Office of the Border Patrol, and the US Coast Guard.
The IJMT is responsible for the following:
Federal Partners: IBET is an integrated multi-agency law enforcement initiative that facilitates intelligence sharing and enhanced cooperative efforts among core partners: RCMP, CBSA, US Customs and Border Protection/Office of Border Patrol, US Immigration and Customs Enforcement and US Coast Guard.
IBET also encourages the involvement of municipal, provincial, state, federal and First Nations law enforcement agencies, stakeholder agencies and related government departments.
Unprecedented integration has been established and critical intelligence is developed and shared on targeted cross border criminality. IBETs are multidisciplinary in nature (e.g. weapon, drug and dangerous goods trafficking, human trafficking/smuggling), enabling them to combat any type of criminality crossing the border.
Start/End Date of Initiative: This initiative began in Fiscal Year 2002/2003. Permanent funding was awarded in 2007 as part of the Public Security and Anti Terrorism initiative.
Integrated Market Enforcement Team (IMET)
Description: Integrated teams of Capital markets specialists focusing on the enforcement of related Criminal Code offences of National or International significance.
Shared Outcome(s): Contribute to the confidence of Canada's Capital markets through effective oversight and enhanced coordination among partners, Prosperous Future for Canadians and Security of Canadians.
Governance Structure(s): Executive Council RCMP
Federal Partners: RCMP, Department of Justice and Public Safety Canada
Start/End Date of Initiative: This initiative began in during the Fiscal Year 2003, and there are no end date prescribed at this time.
Integrated National Security Enforcement Teams (INSET)
Description: Located in Ontario, Quebec, British Columbia and the National Capital Region, INSET operates in a coordinated effort to detect, prevent, disrupt and investigate terrorist criminal activity. INSET strives to ultimately bring terrorists to justice prior to serious, violent, criminal acts being perpetrated in Canada and/or abroad.
Shared Outcome: Enhanced focus on criminal investigations combined with the sharing of information and cooperation with other domestic and foreign law enforcement agencies contribute to the successful disruption of terrorist activities. I n support of this outcome, joint training between the RCMP and the other security agencies permit the effective training of personnel dedicated to this area.
Governance Structure: The National Security Criminal Investigations Governance Framework for Increased Effectiveness provides all national security (NS) investigators with a clear and concise framework governing NS criminal investigations. This includes central control and monitoring of NS criminal investigations at National Headquarters as directed by the Ministerial Direction on National Security Responsibility and Accountability for all aspects of the National Security (NS) program. National Security Criminal Investigations (NSCI) at National Headquarters monitors, guides, supervises and directs the INSETs on NS criminal investigations. These investigations including NS related threat assessments are managed by the INSET which falls under the central control of NSCI. Several municipal, provincial and federal agencies, other police services and security agencies participate in INSET. While s. 6(1) of the Security Offences Act mandates the RCMP's primary role in investigating criminal offences in relation to national security matters, the program is subject to an array of accountability and review structures with respect to national security such as the Commission for Public Complaints and the External Review Committee.
Federal Partners: Canada Boarder Services Agency, Canadian Security Intelligence Service and Canada Revenue Agency
Start/End Date of Initiative: This initiative began in Fiscal Year 2001/2002. Permanent funding was awarded in 2007 as part of the Public Security and Anti Terrorism initiative.
The RCMP as the lead department, or as a partner, is engaged in an array of multi-jurisdictional and interdepartmental horizontal initiatives which serve to leverage RCMP capacity through partnerships, shared objectives and common goals to maximize results for Canadians.
The RCMP is the lead department on the following major horizontal initiatives:
For more information on horizontal initiatives, visit:
www.tbs-sct.gc.gc/rma/dpr1/07-08/index_e.asp
1. Name of Horizontal Initiative
Asia-Pacific Gateway and Corridor Initiative |
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2. Name of Lead Department(s)
Transport Canada |
3. Lead Department Program Activity
Transportation Policy Development and Infrastructure Programs |
4. Start Date of the Horizontal Initiative
October 19, 2006 |
5. End Date of the Horizontal Initiative
March 31, 2014 |
6. Total Federal Funding Allocation (start to end date)
$1,001,000,000 |
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7. Description of the Horizontal Initiative (including funding agreement)
The Asia-Pacific Gateway and Corridor Initiative (APGCI) aims to strengthen Canada’s competitive position in global commerce. It is an integrated package of investment and policy measures that will advance the capacity and efficiency of the Asia‑Pacific Gateway and Corridor and Canada’s ability to take advantage of it. It reflects the Government of Canada’s undertaking to work in partnership with provincial governments, private sector leaders and other stakeholders to further develop and exploit the Gateway. The Initiative seeks to establish Canada’s Asia-Pacific Gateway and Corridor as the best transportation network facilitating global supply chains between North America and Asia, and received additional funding through Budget 2007, bringing total federal commitment to over $1 billion. |
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8. Shared Outcome(s)
The following are planned shared outcomes and activities for the Asia-Pacific Gateway and Corridor Initiative. Key areas include:
Ultimate Outcome:
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9. Governance Structure(s)
Two Ministers are jointly responsible for the APGCI. The Minister for the Pacific Gateway is the political lead, with support in this effort provided by Transport Canada. As of June 2008, a Secretary of State has been appointed with responsibility for Asia‑Pacific Gateway. The Minister of Transport, Infrastructure and Communities is accountable for the management of the Asia‑Pacific Gateway and Corridor Transportation Infrastructure Fund. The APGCI is a horizontal initiative and its development and implementation involves a number of other key federal departments/agencies. An overall Horizontal Performance Framework was provided to the Treasury Board Secretariat as part of the 2006 APGCI Treasury Board submission, and will be amended to include the components of the APGCI Non‑infrastructure Competitiveness Funds. The Horizontal Performance Framework was prepared in collaboration with all the departments /agencies involved in the APGCI. The Framework has been put in place to provide a sound, coordinated and ongoing performance measurement and evaluation strategy to assess the overall process in implementing the initiative. While each is ultimately accountable for its own programs/activities and associated resources from the APGCI funding, the implicated federal departments/agencies are also responsible for contributing to the overarching objectives of the APGCI. All federal partners in this initiative are accountable for the day-to-day management of their respective component of the
APGCI. Furthermore, each department/agency is expected to provide regular updates to the Secretary of State and to the Minister of Transport, Infrastructure and Communities, via the DG-level Interdepartmental Steering Committee on the Asia-Pacific Gateway and Corridor Initiative, which is chaired by Transport Canada. Partner departments and their role in the
Initiative are as follow: |
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TRANSPORT CANADA
Transport Canada (TC), as the lead department, reports to the Secretary of State and to the Minister of Transport, Infrastructure and Communities. TC’s Pacific Gateway Coordination Branch (ACKD) is responsible for the on-going coordination, management, integration, and strategic development and implementation of the Initiative overall. TC is the chair for the internal steering group as well as for the Interdepartmental Steering Committee on the APGCI, with the ACKD branch as the secretariat for both. Other federal departments and agencies, the four western provinces, and stakeholders from the private sector are consulted and involved in building consensus on issues related to the Initiative. TC is responsible for the development and implementation of the Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund (TIF), whose primary objective is to address capacity challenges facing the Asia-Pacific Gateway and Corridor. The projects funded under TIF will enhance the competitiveness, efficiency and capacity of Canada’s multi-modal transportation network and will be focused specifically on the movement of international commerce between the Asia-Pacific region and North America. While transportation infrastructure is at the core, the Initiative also focuses on interconnected issues that impact on the further development and exploitation of the Asia‑Pacific Gateway and Corridor. A number of non‑infrastructure/competitiveness measures announced at the October 2006 launch of the initiative have been completed or are ongoing, including:
As approved by Cabinet in December 2007, TC will also be focusing on non-infrastructure measures under the following thematic categories: A Smarter Gateway and Corridor (including system analysis and performance measurement, expert outreach, international partnerships) and Pro-active Public Engagement. A third non-infrastructure theme is Skills and Labour Pressures, for which Human Resources and Social Development Canada will be establishing the APGC Skills Table. FOREIGN AFFAIRS AND INTERNATIONAL TRADEDepartment of Foreign Affairs and International Trade(DFAIT) Pacific Gateway and 2010 Winter Olympic Games Co-ordinating Group is responsible for the ongoing development and implementation of an international marketing strategy in co‑ordination with all stakeholders. The objective is to promote greater use of the Gateway as Asia-Pacific travel and supply chain route of choice for North American and Asia-Pacific importers, exporters, investors and transportation companies. This strategy, developed in consultation with stakeholders, include targeted communication products, outgoing and incoming missions and showcase the Asia-Pacific Gateway and Corridor’s advantages at key trade, investment and technology shows, conferences and seminars in Canada, Asia-Pacific, Europe and North America. Key DFAIT missions abroad are actively engaged in advancing Canada as the gateway and corridor of choice through dialogue with transportation companies, producers, exporters and/or importers in each of their respective regions to showcase the strengths of the Canadian transportation network, encouraging investment and technology transfer, playing an advocacy role on key APGCI issues such as security and border efficiency, providing intelligence back to Canada to support policy development and help determine what messages resonate in their markets. DFAIT has established a core group of Trade Commissioners from Asia-Pacific, North American and European missions who have been provided with orientation sessions to ensure their understanding of the gateway and the opportunities it presents for Canada's economy and are, thereby, able to support the government's objective of establishing Canada as the gateway and corridor of choice between North America and Asia-Pacific. CANADA BORDER SERVICES AGENCY Canada Border Services Agency (CBSA) is responsible for the implementation of a marine container inspection operation located at the Port of Prince Rupert, which became operational in Fall 2007. The marine container inspection operation allows CBSA to develop operations to ensure containers arriving from other countries are properly inspected by means of effective processes and state of the art technology. CBSA’s marine container inspection operation plays a vital and strategic role, integrated within the overall Asia-Pacific Gateway and Corridor Initiative. PARKS CANADA AGENCYParks Canada is responsible for the maintenance and recapitalization of highways that pass through national parks, including the Trans Canada Highway (TCH). The TCH is a major pan-Canadian highway that connects the west coast and its Asia-Pacific linkages to the rest of Canada, especially markets in the western provinces. Parks Canada is completing process of four-laning (twinning) a 10 km section of the congested TCH through the Banff National Park of Canada that will result in improved capacity and efficiency. The funding provided by the APGCI has contributed to the timely completion of this section of highway upgrading and hence supports the initiative’s objective of improving the movement of goods through the Asia-Pacific Gateway and Corridor. WESTERN ECONOMIC DIVERSIFICATIONThe Western Economic Diversification (WD) is responsible for two elements of the APGCI; a business opportunities and awareness‑raising initiative entitled “Seizing the Gateway Opportunity: Western Canada and the Asia Pacific Challenge”, and funding dredging work on the Fraser River to maintain a competitive shipping channel. As part of “Seizing the Gateway Opportunity”, WD is consulting with provincial governments, business and other stakeholders and sponsoring research on the impacts, challenges and opportunities of Asia-Pacific commerce on Western Canada in areas such as business practices and labour. To support the APGCI, WD has undertaken a range of activities such as workshops, studies and partnerships to explore topics such as Asian market opportunities by industry sector and an assessment of the needs of western small and medium-sized enterprises (SMEs) looking to effectively compete against Asian firms. WD has provided a $4 million grant over two years to the Fraser River Port Authority to support dredging activities on the Fraser River shipping channel. This funding provided the Fraser River Port Authority with the capacity to maintain its existing business and position itself to attract new business, thereby taking advantage of the Asia‑Pacific Gateway opportunities. This one‑time only measure will enable the port to accommodate the increasingly large shipping vessels, until a long-term solution is developed that would provide for self-sustaining access to port facilities. |
10. Federal Partners |
11. Federal Partner Program Activity |
12. Names of Programs for Federal Partners |
13. Total Allocation (from start to end date) |
14. Planned Spending for 2007-2008 |
15. Actual Spending for 2007-2008 |
16. Expected Results for 2007-2008 |
17. Results Achieved in 2007-2008 |
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1 Transport Canada | Transportation Policy Development and Infrastructure Programs | Surface Infrastructure Programs | $477,500 | $4,400 | $4,070 |
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Transportation Policy Development and Infrastructure Programs | Strategic Transportation Policy | $8,550 | $2,300 | $2,205 |
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Policies, Rulemaking, Monitoring and Outreach in support of a safe and secure transportation system | Security and Emergency Preparedness | $250 | $200 | $9 |
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Transportation Policy Development and Infrastructure Programs | Strategic Transportation Policy | $28,300 | $500 | $212 |
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2. Foreign Affairs and international Trade | International Policy Advice and Integration | Planning, Integration and Coordination on International Policy Issues. | $7,000 | $1,500 | $1,050 |
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3. Canada Border Services Agency | Security | $26,950 | $13,260 | $5,750 |
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Access | $77 | $96 | $61 | ||||
Science & Technology-Based Innovation | $28 | $1,080 | $84 |
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4. Parks Canada Agency | Throughway Management | $37,000 | $10,000 | $10,000 |
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5. Western Economic Diversifi- cation |
Collaboration and Coordination | $400 | $187 | $187 |
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Research and Analysis | $121 | $121 |
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Business Development & Entrepreneurship; Program | Market/Trade Development | $4,400 | $2,000 | 2,025 | |||
18. Comments on Variances :
The lapse was a result of funding being received late in the fiscal year, a need to reduce one of our key initiatives by roughly 30% and missions abroad either absorbing the cost or by having sought the most cost effective way of participating in the orientation session. |
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19. Results to be Achieved by Non-federal Partners (if applicable) | |||||||
20. Contact Information
Sarah Lauzon 990-9524 |
1. Name of Horizontal Initiative
Marine Security |
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2. Name of Lead Department(s)
Transport Canada |
3. Lead Department Program Activity
Marine Security |
4. Start Date of the Horizontal Initiative
Budget 2001 |
5. End Date of the Horizontal Initiative
Ongoing |
6. Total Federal Funding Allocation (start to end date)
Not Applicable |
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7. Description of the Horizontal Initiative (including funding agreement)
Marine Security is a horizontal initiative that is linked to the Government’s key priority of a safe and security Canada. Its aim is to improve the security of Canada’s marine transportation system including territorial waters, inland waterways, and at Canadian ports and marine facilities. Elements of this initiative include:
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8. Shared Outcome(s)
The following are planned shared outcomes and activities in marine security. Please note that for FY 08-09 the new Marine Security Horizontal Performance Framework will be in use by marine security partners. Key areas include:
Ultimate Outcome:
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9. Governance Structure(s)
The Government of Canada created the Interdepartmental Marine Security Working Group (IMSWG), chaired by Transport Canada, to identify and coordinate federal government actions in support of Canada’s objectives concerning public security and anti-terrorism in the marine realm, as well as its international marine security obligations. Under the guidance of the IMSWG, key departments are responsible for the following: TRANSPORT CANADALeads the Government’s initiatives in marine security enhancements, including:
DEPARTMENT OF FISHERIES AND OCEANS/CANADIAN COAST GUARD DFO/CCG contributes to the enhancement of domain awareness within the Canadian Exclusive Economic Zone (EEZ) through surveillance activities and vessel identification and tracking capabilities. DFO/CCG has increased its airborne surveillance activities, implemented shore-based Automatic Identification System (AIS) infrastructure, and is leading the development of Canada’s Long-Range Vessel Identification and Tracking (LRIT) capability. In addition, DFO/CCG provides on-water assets and expertise to assist in responding to security incidents in the marine environment, and has increased its level of on-water capacity for this purpose. DFO/CCG also participates in the Marine Security Operations Centres(MSOCs), contributing departmental data and expertise to enhance domain awareness, and improve coordination and consultation within the marine security community. PUBLIC SAFETY AND EMERGENCY PREPAREDNESS CANADA The mandate of Public Safety and Emergency Preparedness Canada (PSEPC) is to keep Canadians safe from a range of risks such as natural disasters, crime and terrorism. To do this, the Department coordinates and supports the efforts of federal organizations ensuring national security and the safety of Canadians. PSEPC also works with other levels of government, first responders, community groups, the private sector and other countries. As Canada's lead department for public safety, PSEPC works with five agencies, including the RCMP and CBSA, and three review bodies. They are united in a single portfolio and report to the same minister. The result is better integration among federal organizations dealing with national security, emergency management, law enforcement, corrections, crime prevention and border services/enforcement. CANADA BORDER SERVICES AGENCY CBSA’s mandate is to manage the country’s borders at ports of entry by administering and enforcing the domestic laws that govern trade and travel, as well as international agreements and conventions. The work of the CBSA includes identifying and interdicting high-risk individuals and goods, working with law enforcement agencies to maintain border integrity, and engaging in enforcement activities, including seizure of goods, arrests, detentions, investigations, hearings and removals. Participates in the MSOCs. ROYAL CANADIAN MOUNTED POLICEThe RCMP is responsible for enforcing federal statutes, leading national security and organized crime investigations across Canada, both on land and water, and for maintaining border integrity between ports of entry. Leads the Great Lakes-St. Lawrence Seaway MSOC and participates in the coastal MSOC. DEPARTMENT OF NATIONAL DEFENCE Contributes to enhance domain awareness of Canada’s strategic coastal area. Leads the MSOC on the coasts and participates in the Great Lakes-St. Lawrence Seaway MSOC. |
10. Federal Partners |
11. Federal Partner Program Activity |
12. Names of Programs for Federal Partners |
13. Total Alloca- tion (from start to end date) |
14. Planned Spen- ding for 2007-2008 |
15. Actual Spen- ding for 2007-2008 |
16. Expected Results for 2007-2008 |
17. Results Achieved in 2007-2008 |
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1. Transport Canada | B91 – Security of Marine Transportation Systems | a. Marine Security Coordination Fund | N/A | $2,220,127 | $3,473,868 |
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Four new Coordination Fund projects were approved in FY 07-08. The Fund is now fully subscribed until FY 09-10. |
B91 – Security of Marine Transportation Systems | b. Marine Security Regulatory Oversight Program | N/A | $10,830,060 | $11,749,312 |
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Marine Security Operations has been active across the regions of Canada, carrying out various activities, including standard setting, inspection and compliance, Marine Security awareness, education, training and support activities. Continued to carry port/facility/vessel assessment plans and reviews against the International Ship and Port Facility Security/Marine
Transportation Security Regulations (ISPS/MTSR)
Continued to work with Department of National Defense and other core partners in establishing coastal Marine Security Operations Centres (MSOCs) both in Halifax and Victoria, and continued the development of the centers to carry out Transport Canada mandate. Conducted and developed various industry/stakeholder awareness presentations, publications and products. Completed an Inspection & Enforcement training program for inspectors |
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B91 – Security of Marine Transportation Systems | c. Marine Security Enhanced Policy Coordination | N/A | $1,037,087 | $1,107,215 |
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TC will be developing a survey for stakeholders to determine results achieved. | |
B91 – Security of Marine Transportation Systems | d. Marine Transportation Security Clearance Program | N/A | $1,889,747 | $2,681,311 |
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9,454 security clearances for Phase I
253 compliance certificates Continued consultations with affected stakeholders. Completed Phase 1 (SL-GL Seaway, Vancouver, Montreal and Halifax). Continued collaboration with the U.S. as they move forward their program. |
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B91 – Security of Marine Transportation Systems | e. Marine Security Contribution Program | N/A | $31,102,653 | $32,208,420 |
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Transport Canada continued to provide financial contributions for the implementation of a number of security enhancements (212 newly approved projects at $19.9 M)
Transport Canada Regional Inspectors continued to conduct follow-up inspections to verify that funded projects were completed according to submissions. |
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B91 – Security of Marine Transportation Systems | g. Great Lakes-St. Lawrence Seaway Marine Security Operations Centre (GL MSOC) | $1,500,000 | $497,649 | $472,607 |
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Continued participation in the Design Team led by RCMP for the implementation phase. | |
Total N/A | Total $47,577,323 | Total $51,692,733 | |||||
18. Comments on Variances :
Marine Security Coordination Fund: $2,674K reprofiled from FY 06/07, increasing funding available for redistribution to $4,674K, most of which ($3,130K) was spent by Transport Canada Marine Safety on a project approved by the IMSWG. Regulatory Oversight: Variances are TC internal reallocation of approximately $900K to address the high priorities requirements such as Program Delivery and Tracking, Crisis Management, which are not adequately funded. Policy Coordination: Begun with only five FTEs, Marine Security had to risk manage a greater number of personnel to accommodate the increased workload to coordinate Canada's marine security policy efforts - both domestically and internationally - with further work continuously evolving. Additional resources were also required to deliver such activities as the implementation of the ADM-level Marine Security Committee and the Marine Security Gaps Analysis, which explains the overall variance ($70K). Marine Security Contribution Program: This program was supposed to begin sunsetting in FY 07/08 and began the FY with only three FTEs (plus related salary and other operating allocations). TC had to reallocate $1M to support the management of this program, which had been extended for another two years in November 2006. The additional resources were required to maintain the management and control tools already in place to track and deliver the contribution, and other exceptional activities such as the successful completion of the project files for 17 Canada Port Authorities that terminated November 30, 2007, disbursing over $22M to them in 2007-08. Marine Transportation Security Clearance Program (MTSCP): The scope of the MTSCP changed in that originally the program was funded for 3 major ports, one implementation date, a simple model covering all employees at the ports and the program to be implemented over a 5-year period. The decision was made to expand the program geographically and implement over 2 years as well as to have two very different regimes for container and cruise ship terminals. This modification made the project much more complex and more sensitive, increasing the need for national consistency, thus requiring an HQ lead to provide the coordination and oversight for this complex implementation. As a result, additional funding was required in this new complex program through internal TC reallocation of approximately $800K. |
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19. Results to be Achieved by Non-federal Partners (if applicable) Not Applicable | |||||||
20. Contact Information
Michel Tremblay |
10. Federal Partners |
11. Federal Partner Program Activity |
12. Names of Programs for Federal Partners | 13. Total Allocation (from start to end date) ($000’s) |
14. Planned Spen- ding for 2007-2008 ($000’s) |
15. Actual Spen- ding for 2007-2008 ($000’s) |
16. Expected Results for 2007-2008 |
17. Results Achieved in 2007-2008 |
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a.
Radiation Detection Equipment Initiative b. Passenger and Crew Screening Initiative c. Cruise Ship Inspections |
Security 1 | a. Radiation Detection Equipment Initiative | $31,670 | $5,420 | $5,420 | Increased security measures at ports and marine facilities | Increased security measures at ports and marine facilities |
Security 1 | b. Passenger and Crew Screening Initiative | $34,900 | $7,224 | $6,124 | Increased security measures at ports and marine facilities | Increased security measures at ports and marine facilities | |
Security 1 | c. Cruise Ship Inspections | $2,350 | $2,350 | $2,350 | Increased security measures at ports and marine facilities | Increased security measures at ports and marine facilities | |
18. Comments on Variances:
Passenger and Crew Screening Initiative - Staff shortage during the busy May to October season. Insufficient resources in the targeting unit to conduct queries on all ships in some areas. |
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19. Results to be Achieved by Non-federal Partners (if applicable): Not Applicable |
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20. Contact Information:
David Sheehan Horizontal Initiatives and Enforcement Policy Management 191 Laurier Avenue West, 19th Floor |
10. Federal Partners |
11. Federal Partner Program Activity |
12. Names of Programs for Federal Partners |
13. Total Allocation (from start to end date) |
14. Planned Spending for 2007-2008 |
15. Actual Spending for 2007-2008 |
16. Expected Results for 2007-2008 |
17. Results Achieved in 2007-2008 |
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Public Safety and Emergency Preparedness Canada | PA 1 - Emergency Management and National Security |
Marine-Based Counter-terrorism Exercises (sometimes referred to as scenario based training) | $200,000 (07/08) Annual ongoing per TBS submission |
$200,000 | $85,541 | To validate and provide feedback to IMSWG on Marine Security and Port Security through development and conduct of exercises and preparation of After Action Report. Marine Security Program is designed to demonstrate improved inter-agency coordination and cooperation through identification of gaps, strengths and weaknesses. |
Port Security-Consultation and project planning re: development of east coast port security exercise scheduled for fall 09 with key planning partners.
MSOC-Completion of Ardent Sentry 06 After action report-Significant consultation with MSOC Project team, MSOC project training and exercise officer and interdepartmental exercise representatives to bring exercise initiatives inline with project development activities. |
PA 2 – Policing and Law Enforcement |
c. Interim Great Lakes /
St. Lawrence Seaway (GL‑SLS) Marine Security Operations Centre (MSOC) |
$420,000
06/2005- 03/2008 |
$140,000 | $167.600 |
Improve domain awareness in the GL-SLS region
Secure funding for a permanent facility |
Improved domain awareness in the GL-SLS region by the interim facility
Funding for the permanent facility was received in Budget 2008 |
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Total $ | Total $ | Total $ | |||||
18. Comments on Variances:
PA1 – National Exercises Division (NED) undertook consultation with the MSOC Project Team responsible for development of East and West Coast MSOC facilities and related plans and procedures. During the course of the discussions, the opportunity to participate in upcoming GC exercises was explored but the Project Team determined that it would be premature to participate in the development and conduct of another MS exercise pending modifications and implementation of training related to plans and procedures as identified during Exercises Ardent Sentry 06 and Frontier Sentinel. NED continues to consult regularly with MSOC Project. Additionally, the Port of Vancouver was previously committed to exercise participation with other organizations and could not embark on additional exercise activities. Work was undertaken with key stakeholders within the Port of Halifax for development of a multi-jurisdictional, port securtiy exercise program. PA2 - In order to achieve the objectives of the GL‑SLS-MSOC $27,000 was reallocated to the initiative at the Directorate level. |
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19. Results to be Achieved by Non-federal Partners (if applicable): Not Applicable |
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20. Contact Information:
Anita Dagenais |
10. Federal Partners |
11. Federal Partner Program Activity |
12. Names of Programs for Federal Partners |
13. Total Allocation (from start to end date) |
14. Planned Spending for 2007-2008 |
15. Actual Spending for 2007-2008 |
16. Expected Results for 2007-2008 |
17. Results Achieved in 2007-2008 |
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1. Department of Fisheries and Oceans | Canadian Coast Guard |
a. Additional Fleet Operations
(This is part of the Coast Guard Fleet Services Program Sub-Activity) |
$10,000,000 (annually, ongoing) | $10,000,000 | $10,000,000 | Increase number of operational shipdays beyond the baseline level of shipdays prior to the PSAT initiative. | Total number of CCG fleet shipdays increased beyond the baseline. |
b. Automatic Identification System (AIS) & Long Range Vessel Identification and Tracking (LRIT)
(Part of the Marine Communications and Traffic Services Program Sub-Activity) |
$1,500,000 | $2,500,000 | $1,449,057 | Keep the initiative on-track. The capital project is scheduled for completion in 2009/10. The ongoing system is scheduled to be in place in 2010/11. | Completed evaluation of seven compliant bids. Successful bidder selected and contract awarded. | ||
c. Great Lakes/St. Lawrence Seaway Marine Security Operations Centre
(Part of the Maritime Security Program Sub-Activity) |
$360,000 | $360,000 | $360,000 | Identify permanent funding to replace expiring interim funding. Also, participate in design and development of a permanent GL-MSOC facility. | Budget 2008 provided funding to develop a permanent GL-MSOC. Performance measures are being developed. | ||
Fisheries and Aquaculture Management |
f. Enhanced Conservation & Protection Air Surveillance Flights
(Part of the Conservation and Protection Program Sub-Activity) |
$7,000,000 (annually, ongoing) | $7,000,000 | $7,000,000 | Increase number of aerial surveillance hours beyond the baseline number of hours from before the PSAT funding. | Total number of aerial surveillance hours increased beyond the baseline. | |
Total $23,287,300 | Total $44,116,300 | Total $26,604,957 | |||||
18. Comments on Variances
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19. Results to be Achieved by Non-federal Partners (if applicable): Not Applicable | |||||||
20. Contact Information:
Mark A. Henry |
10. Federal Partners |
11. Federal Partner Program Activity |
12. Names of Programs for Federal Partners |
13. Total Allocation (from start to end date) |
14. Planned Spending for 2007-2008 |
15. Actual Spending for 2007-2008 |
16. Expected Results for 2007-2008 |
17. Results Achieved in 2007-2008 |
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1. DND | PA 1 | a. MSOC | $165,000,000 | $11,742,928 | $6,760,886 |
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PA 1 | a. IMIC3 | $10,000,00 + 7,000,000 recurring PO&M yearly | $435,000 | $210,978 |
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Total $173,000,000 | Total $12,177,928 | Total $6,971,864 | |||||
18. Comments on Variances: It took longer then anticipated to develop substantive cost estimates and RFP documents. |
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19. Results to be Achieved by Non-federal Partners (if applicable): Not Applicable | |||||||
20. Contact Information:
Lieutenant Commander Clark Patterson |
10. Federal Partners |
11. Federal Partner Program Activity |
12. Names of Programs for Federal Partners |
13. Total Allocation (from start to end date) |
14. Planned Spending for 2007-2008 |
15. Actual Spending for 2007-2008 |
16. Expected Results for 2007-2008 |
17. Results Achieved in 2007-2008 |
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1. RCMP |
1.3.5
The Marine Security Branch strategy is an integrated and strategic approach to prevent, deter and detect illegal activity, cargo or people who may pose a threat to the safety and security of the marine environment in Canada, the United States and the international community. The strategy focuses on reducing the capabilities and vulnerabilities of our marine systems and facilities, with respect to terrorism and organized crime. |
National Port Enforcement Team (NPET) | $ 7,038,000 | $6,774,200 | $4,815,600 | -continue with intelligence gathering and enhancement of law enforcement coordination with partnering agencies -increase enforcement activity within the port facility, directed at organized crime and | -the intelligence gathering activities of the NPET units have led to numerous contraband seizures, as well as investigations and arrests related to other criminal code offences - there are currently several key investigations/projects underway related to National Security and Organized Crime activities |
Marine Security Enforcement Team (MSET) | $ 5,860,000 | $ 6,841,200 | $ 4,721,200 | -enhance intelligence-led on water presence through effective relationships with the boating community, and border integrity programs such as MSOC, NPET, IBET and local police on the GL/SLS -coordinate law enforcement deterrence with CCG and USCG on the GL/SLS | -a marine security training exercise was conducted in conjunction with MSOC and Niagara IBET to enhance Border Integrity Units effectiveness -a Canadian American Shiprider Training course was delivered and subsequently permitted RCMP & USCG (US Coast Guard) to perform a joint operation in patrolling the joint waterways along the US and Canada border -MSET in conjunction with CCG participated in the Atlantic region seal hunt. MSET provided operational and intelligence in support. | ||
PA 1.3.5 | Marine Security Emergency response Team (MS ERT) | $ 7,410,000 | $ 7,125,400 | $ 4,939,400 | -establish integrated ERT with marine intervention capability in partnership with provincial and municipal police agencies on the Great Lakes/St. Lawrence Seaway -establish a critical response capacity to marine incidents on the GL/SLS -conduct regular marine intervention exercises within the GL/SLS region | -procurement of the Rigid Hull Inflatable Boats (RHIB) is on-going. One RHIB has been delivered and sea trials continue to be conducted. -% of members trained in marine operations : 85% -Marine Security Emergency Response Team s are nearing full capacity - staffing continues - marine intervention scenarios were conducted in conjunction with other partners such as DND, CCG and local police | |
National Waterside Security Coordination Team | $ 900,000 | $ 920,600 | $ 798,000 | -submission of recommendations to government , in concert with Transport Canada, on strategies to mitigate threats related to waterside security such as critical infrastructure, drilling platforms, underwater capacity, visible on water law enforcement presence | -participation in the evaluation exercises on Domestic Vessel Strategy and Major Critical Infrastructure e.g. nuclear facility -participation in various committees/working groups such as the Domestic Vessel Security Strategy and IMSWG Regulatory Affairs Committee - reviewed various reports such as, TC Domestic Vessel Security Strategy and TC’s discussion paper on container security in Canada | ||
2. RCMP | PA 1.3.5 | Marine Security Operation Centre (GL/SLS MSOC) | $ 1,200,000 | $ 1,840,000 | $ 1,125,000 | -increase capacity in facilitating domain awareness of vessel movement on the GL/SLS - addition of contributing partners in support of MSOC -continue developing the design/implementation team | -collection plan developed and distributed to stakeholders -addition of a member from the Ontario Provincial Police to the Design Team -the implementation model was revised as a result of reduced funding identified in the Federal Budget 2008 -preparation of a TB submission |
Marine Security Operation Center (East & West Coast) | $1,405,000 | $1,211,000 | $1,098,000 |
-increase capacity to analyze and fuse information/
intelligence from the 5 cores federal departments (CBSA,TC,DND,DFO-CCG,RCMP) |
work with the Department of National Defence and other core partners in establishing MSOC East/West. | ||
PA 1.3.5
PA 3.6.19 |
Vehicle and Inspection Cargo System (VACIS) | $ 1,080,000 | $ 926,000 | $ 779,200 | -increase enforcement activity within the port facility, directed at organized crime and national security threats an one of Canada’s major seaports (Halifax) | -there are currently several key investigations/projects underway related to National Security and Organized Crime activities | |
Restricted Access Clearance Program
------------ Marine Security Intervention Program |
$200,000
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$206,000
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$179,600
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-continue to process the fingerprints submitted for marine security program in a timely manner -------------------- -provide ongoing training and regional scenarios (exercises) that will enhance emergency Response Teams (ERT) capacity to respond to marine incidents |
-over 45,000 fingerprints submissions from Transport Canada were processed (not all marine related) --------------------- - marine interventions scenarios were conducted in conjunction with other partners such as DND, CCG and various police forces |
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Total $ 25,693,000 | Total $ 26,722,000 | Total $ 19,127,400 | |||||
18. Comments on Variances: NPET: there is a difference of $ 263,800. This amount represents s the funding that was transferred in error to the incorrect fund center. EG. MS ERT. MSET: fund transferred from the MS ERT program to repair one of the CCG vessels for the program. MS ERT: $2.7 M re-profile and carried forward to 07-08 to cover the purchase of the Rigid Hull inflatable Boats (RHIBS) National Waterside Security Coordination: Capital Funds were transferred to cover off expenditures for vehicles. GL/SLS MSOC: $660,000 re-profiled from 06-07. VACIS: $ 147,000 lapse due to staffing issues. Marine Security Intervention Program: Money re-allocated from NPET. |
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19. Results to be Achieved by Non-federal Partners (if applicable): Not Applicable | |||||||
20. Contact Information
Inspector Lori Seale-Irving |
1. Name of Horizontal Initiative: Western Economic Partnership Agreements | 2. Name of Lead Department(s): Western Economic Diversification Canada | ||||||||
3. Start Date of the Horizontal Initiative: August 2003 | 4. End Date of the Horizontal Initiative: March 2008 | 5. Total Federal Funding Allocation (start to end date): $100 million | |||||||
6. Description of the Horizontal Initiative (including funding agreement): WEPAs are four-year, $50 million cost shared agreements between the federal government and each of the four western provinces to promote shared economic development priorities. | |||||||||
7. Shared Outcome(s): Greater federal-provincial cooperation in realizing the economic and regional development potential of Canada’s western provinces resulting in: a strengthened innovation system; the advancement of economic priorities; a competitive and expanded private sector; increased private sector investment opportunities; increased economic activity and diversity; increased international competitiveness; and, more sustainable communities. | |||||||||
8. Governance Structure(s): Joint Federal Provincial Management Committees | |||||||||
9. Federal Partner(s)
(thousands) |
10. Names of Programs for the Federal Partner(s) | 11. Total Allocation From Start to End Date ($000) |
12. Planned Spending for 2007–2008 ($000) |
13. Actual Spending in 2007–2008 ($000) |
14. Planned Results for 2007–2008 ($000) |
15. Results Achieved in 2007–2008 ($000) |
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1. Western Economic Diversification Canada | (a) Western Diversification Program |
$100,000 |
$21,000 |
$18,946 |
See comments, below.. | ||||
16. Results Achieved by Non-federal Partners: Similar to WD. | |||||||||
17. Contact Information: Jim Monzer, Senior Policy Advisor (780) 495-6881 or mail to: jim.monzer@wd.gc.ca |
The WDP Evaluation Final Report notes that for every WEPA dollar spent by WD, another $1.65 was leveraged from other sources (p. 50). In addition, the Final Report states that: “Key informants spoke positively about the ability of cost-shared agreements to promote collaboration, strengthen partnerships, and more strategically focus on common priorities.” (p. 44)