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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 |