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Name of Horizontal Initiative: ecotransport Strategy

Name of Lead Department(s): Transport Canada (TC)

Lead Department Program Activity: Clean Air from Transportation

Start Date of the Horizontal Initiative: 2007-2008

End Date of the Horizontal Initiative: 2010-2011*
(*ecomobility and Marine Shore Power programs were extended to 2011-2012)

Total Federal Funding Allocation (start to end date): $461.6 million*
(*As of 2012, total allocation will be $463 million due to a $1.4 million allocation for a one-year extension of the ecomobility ($1.1 million) and Marine Shore Power programs ($0.3))

Description of the Horizontal Initiative (including funding agreement): The ecotransport Strategy involves a series of initiatives designed to reduce the amount of fuel consumed, improve transportation efficiency and introduce cleaner transportation technologies. Launched as part of the Government’s Clean Air Agenda Clean Transportation Theme, this strategy features the ecomobility program; the ecotechnology for Vehicles Program; the ecoenergy for Personal Vehicles Program (Natural Resources Canada); and the ecofreight programs : Freight Technology Demonstration Fund, Freight Technology Incentives, ecofreight Partnership, National Harmonisation for the Trucking Industry and Natural Resources Canada’s ecoenergy for Fleet Program.

The ecoauto Rebate Program and the Environment Canada’s (EC’s) Vehicle Scrappage program were introduced separately but are complementary to the programs for personal vehicles.

For more information on the ecotransport Strategy programs, consult the web site.

For detailed results for 2009-2010, please refer to Clean Air Agenda, Clean Transportation Theme results in Environment Canada’s Departmental Performance Report 2009-2010 Horizontal Initiative table on the Treasury Board of Canada Secretariat web site.

($ millions)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2009-10	Actual Spending for 2009-10	Expected Results for 2009-10	Results Achieved in 2009-10
Under the ecotransport Strategy, each of the three departments implicated (TC, NRCan and EC) will manage their respective programs in accordance with defined governance structures for the individual programs concerned. Each program is subject to a Results-based Management Accountability Framework (RMAF), which includes committee structures, risk management strategies, and provisions for performance measurement, information management, auditing, evaluation and reporting. In addition, a broader Horizontal Management Accountability and Reporting Framework (HMARF) for the Clean Air Agenda was developed and encompasses, among others, all regulatory and program initiatives for clean transportation, including those of the ecotransport Strategy. The HMARF includes governance structures; financial, measurement, risks and information management strategies; and lines of reporting.	TC 2.1 – Clean Air from Transportation	a) ecomobility	$9.300	$2.803	$2.778	Feasibility studies, municipal tools and resources for implementing Transportation demand management (TDM), pilot TDM projects, training materials and learning workshops; and Reduce GHG emissions and reduced air pollutants due to modal shifts towards public transportation, higher occupancy of personal vehicles, and active transportation – all of which are less emissions intensive travel choices.	For detailed results for 2009-2010, please refer to Clean Air Agenda, Clean Transportation Theme results in Environment Canada’s Departmental Performance Report 2009-2010 Horizontal Initiative table on the Treasury Board of Canada Secretariat web site.
	TC 2.1 – Clean Air from Transportation	b) ecotechnology for Vehicles	$14.100	$5.512	$3.281	Evaluate and showcase near and long term advanced technologies in the Canadian vehicle market, including more efficient and cleaner gasoline and diesel engines, electric, solar, hydrogen fuel cells, biodiesel etc, as well as individual advanced technology components; and Reduce emissions of GHGs and air pollutants as advanced technologies gain market penetration over time.
	NRCan 2.1 – Clean Energy	c) ecoenergy for Personal Vehicles	$21.0	$5.950	$5.530	Provide information to consumers on fuel consumption and decision-making tools such as vehicle labels, guides and information, and undertake partnerships, to encourage more fuel efficient buying, driving and maintenance practices; Administer the GHG Memorandum of Understanding with the vehicle industry; and Reduce fuel consumption with associated reductions in GHG emissions. Air pollutant emissions will also be reduced.
	NRCan 2.1 – Clean Energy	d) ecoenergy for Fleets	$22.0	$6.030	$5.335	Provide training to professional drivers representing the heavy truck, transit, intercity motor-coach, school bus, urban light and medium vehicle drivers and off-road machinery including mining, construction and farm tractors; Expect fleets to take actions to reduce fuel use/emissions; Expect truck stops to participate in annual idle-free truck stop campaigns; and Expect reductions in fuel consumption with associated reductions in GHG emissions. Air pollutant emissions will also be reduced.
	TC 2.1 – Clean Air from Transportation	e) Freight Technology Demonstration Fund	$9.300	$3.718	$1.039	Support technology demonstrations across all transportation modes and stimulate technology take-up in the four freight modes according to the modal distribution of the projects; and Reduce emissions of GHGs and air pollutants as advanced technologies gain market penetration over time.
	TC 2.1 – Clean Air from Transportation	f) Freight Technology Incentives Program	$9.350	$4.110	$2.205	Provide cost-shared funding to companies and non-profit organizations in freight transportation to help them to purchase and install proven emission-reducing technologies; and Reduce in emissions of GHGs and air pollutants as advanced technologies gain market penetration over time.
	TC 2.1 – Clean Air from Transportation	g) ecofreight Partnerships	$6.550	$1.860	$1.072	Build and maintain partnerships within the transportation sector to reduce emissions from freight transportation through fast and flexible voluntary actions that can support the regulatory framework; and Support agreements with industry in all freight modes.
	TC 2.1 – Clean Air from Transportation	h) National Harmonization Initiative for the Trucking Industry	$5.400	$2.153	$0.545	Environmental benefits are reflected in the anticipated technology take-up from activities under the Freight Technology Demonstration Fund and the Freight Technology Incentive Program.
	TC 2.1 – Clean Air from Transportation	i) Marine Shore Power	$6.000 *Includes $0.3 million allocated to 2011-2012 due to program extension	$1.406	$0.758	Demonstrate the use of shore-based power for marine vessels in Canadian ports to reduce air pollution from idling ship engines in some of Canada’s largest urban centres; and Reduce air pollutants in the downtown areas of major port cities.
	TC 2.1 – Clean Air from Transportation	j) ecoauto Rebate Program	$264.000 includes $11.3 million for Service Canada operational requirements	$2.243 includes $300,000 for Service Canada operational requirements	$1.204	Provide consumer rebates to encourage the purchase of fuel-efficient vehicles; Coupled with a Green Levy to discourage the purchase of fuel-inefficient vehicles (administered by Finance Canada and Canada Revenue Agency); and Reduce fuel consumption, commensurate with GHG emission reductions.
	EC 3.3.1 – Air Priorities Program	k) Scrappage	$92.0	$34.758	$28.528	National program over four years, intended to promote the accelerated scrappage of older vehicles.
	TC 2.1 – Clean Air from Transportation	l) Analytical and Policy Support	$4.000	$1.194	$0.709	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.

a) ecomobility

The ecomobility program is an initiative that works with municipalities to help cut urban-passenger transportation emissions by encouraging Canadians to choose public transit or other sustainable transportation options. Working with cities across Canada, this initiative will help develop programs, services and products that improve sustainable transportation options in urban areas. This program was extended by one year to 2012.

b) ecotechnology for Vehicles

The ecotechnology for Vehicles Program includes in-depth testing and showcasing of advanced technologies for vehicles in order to raise awareness and foster important new partnerships with the automotive industry and encourage the introduction of a broader range of environmental technologies in Canada.

c) ecoenergy for Personal Vehicles

The ecoenergy for Personal Vehicles Program delivered by Natural Resources Canada, provides fuel consumption information and decision-making tools to encourage consumers to purchase fuel-efficient vehicles that are currently available in the market.

d) ecoenergy for Fleets

The ecoenergy for Fleets program aims to reduce fuel use and emissions in commercial and institutional fleets via training, sharing of best practices, anti-idling campaigns, technical analysis to look for potential improvements and other technology opportunities.

e) Freight Technology Demonstration Fund

The Freight Technology Demonstration Fund provides cost-shared funding of industry demonstrations to test and measure new freight transportation technologies in real-world conditions.

f) Freight Technology Incentives Programs

The Freight Technology Incentive Programs provides cost-shared funding to help freight industry recipients to purchase and install proven emission-reducing technologies.

g) ecofreight Partnership Program

The ecofreight Partnership Program builds national and international partnerships and networks with the freight industry to reduce transportation emissions.

h) National Harmonization Initiative for the Trucking Industry

The National Harmonization Initiative for the Trucking Industry identifies regulatory barriers and solutions in collaboration with provinces and territories, so that the Canadian trucking industry can embrace emissions-reducing technologies.

i) Marine Shore Power

The Marine Shore Power Program, extended by one year to 2012, demonstrates the installation and use of shore-based power for marine vessels in Canadian ports to reduce emissions.

j) ecoauto Rebate Program

The ecoauto Rebate Program, which ended in March 2009, provided performance-based rebates to consumers who purchased eligible fuel-efficient vehicles. To be eligible for a grant, vehicles must have been purchased by December 31, 2008, and applications received by March 31, 2009. Applications received before March 31, 2009, but not yet processed by that date, were processed early in fiscal year 2009-2010 under the 2008-2009 fiscal authority.

k) Environment Canada’s Scrappage Program

Environment Canada’s Scrappage Program is a national program that promotes the accelerated scrappage of older vehicles to reduce emissions.

l) Analytical and Policy Support

Analytical and Policy support provides 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.

Name of Horizontal Initiative: Marine Security

Name of Lead Department(s): Transport Canada

Lead Department Program Activity: Marine Security

Start Date of the Horizontal Initiative: Budget 2001

End Date of the Horizontal Initiative: Ongoing

Total Federal Funding Allocation (start to end date): Not Applicable

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 Secure Canada". Its aim is to improve the security of Canada’s marine domain, including territorial waters, inland waterways, and at Canadian ports. Elements of this initiative include:

• Increased domain awareness, surveillance and tracking of marine traffic;
  
• Improved co-ordination and cooperation on marine security, including the development of Marine Security Operations Centres (MSOCs);
• Security clearance program for marine sector employees;
• Implementing new detection equipment in Canadian ports to monitor containers;
• Additional resources for emergency and law enforcement response capacity in the marine domain; and
• International initiatives, which will ensure that Canada will meet current international standards and obligations, including those being developed by the International Maritime Organization (IMO).

Shared Outcome(s): The following are planned shared outcomes and activities in marine security.

Key areas include:

• Domain awareness – Canada’s surveillance and awareness efforts within marine areas;
• Responsiveness – Enforcement efforts in cooperation with all relevant police forces and security agencies;
• Safeguarding – Efforts to enhance the physical security of marine infrastructure of other critical infrastructure in or around marine areas; and
• Collaboration – Efforts in support of all other activities to ensure that the various federal and provincial departments, agencies and police forces and other groups with a responsibility for marine security.

Immediate Outcomes:

• Increased surveillance and awareness of marine security environment;
• Increased on-water presence;
• Enhanced security measures at ports and marine facilities;
• Increased capability to respond to marine threats;
• Increased stakeholder awareness and understanding;
• Increased stakeholder ability to meet marine security requirements; and
• Increased cooperation between government departments and agencies involved with marine security.

Intermediate Outcomes:

• Effective domain awareness;
• Rapid and effective response to marine threats and incidents;
• Security-conscious culture among stakeholders;
• Stakeholder compliance with security regulations; and,
• Increased collaboration: internationally, industry partners, multilateral organizations, provinces and municipalities.

Ultimate Outcomes:

• An effective and efficient marine security system;
• High public confidence in Canada’s marine security system; and
• A marine security system that facilitates the efficient and legitimate flow of people and goods.

Strategic Outcome:

• A marine system that contributes to the security, safety and prosperity of Canadians and of our allies.

Governance Structure(s): The Government of Canada created the Interdepartmental Marine Security Working Group (IMSWG), chaired by Transport Canada, to identify and coordinate federal actions in support of Canada’s objectives with regard to public security and anti-terrorism in the marine domain, as well as its international marine security obligations. Under the guidance of the IMSWG, key departments are responsible for the following:

Transport Canada (TC)

Leads the Government’s initiatives in marine security enhancements, including:

• Policy coordination;
• Chairing the IMSWG;
• Regulatory development in support of marine security initiatives;
• Marine Security Oversight and Enforcement Program;
• Marine Transportation Security Clearance Program;
• Marine Security Contribution Program; and
• Participation in the Marine Security Operations Centres.

Department of Fisheries and Oceans and Canadian Coast Guard (DFO and CCG)

Contributor to the enhancement of the level of domain awareness within the Canadian Exclusive Economic Zone (EEZ) through increased surveillance activities and the implementation of shore-based automatic identification system (AIS) infrastructure and the development of a long-range vessel tracking capability. As well, increased its level of on-water capability for providing platform support to respond to marine security incidents. Also participates in the Marine Security Operations Centres.

Public Safety Canada (PS)

Public Safety Canada (PS) is Canada’s lead department for public safety. PS coordinates efforts with portfolio agencies, federal partners, other levels of government (including international allies) and stakeholders in building national policies and programs dealing with national security, emergency management, law enforcement, corrections, crime prevention and border integrity. This includes, for example, the development and implementation of marine-based counter-terrorism exercises.

Canada Border Services Agency (CBSA)

CBSA’s mandate is to manage the nation’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, which include seizure of goods, arrests, detentions, investigations, hearings and removals.

Royal Canadian Mounted Police (RCMP)

The RCMP is responsible for enforcing federal statutes, leading national security and organized crime investigations across Canada both on land and waterside and for maintaining border integrity between ports of entry.

Department of National Defence (DND)

Contributes to enhanced domain awareness of the strategic high-traffic coastal area. Leads the Marine Security Operations Centres (MSOCs) on the coasts and participates in the Great Lakes-St. Lawrence Seaway MSOC. Working with partner departments and agencies to improve interdepartmental tactical operations. Leads the IMIC3 project (approved Jan 10) which will improve tactical communications between the various departmental/agencies vessels at sea.

($ millions)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2009-10	Actual Spending for 2009-10	Expected Results for 2009-10	Results Achieved in 2009-10
Transport Canada	Marine Security	a) Marine Security Coordination Fund	$16.2	$2.0	$2.0	Increased cooperation between government departments and agencies involved with marine security; Enhanced security measures at ports and marine facilities; Security-conscious culture among stakeholders; and Increased collaboration: internationally, industry partners, multilateral organizations, provinces and municipalities.	Funding was provided for the following projects, which achieved beyond the expected results: National Maritime Surveillance Coordination Protocol; Inter-Agency Harbour Security Coordination Project; Feasibility Study for an Integrated Marine Security Enforcement Facility; Operational Tool Kit Project; Secure Tactical Communications; and Pleasure Craft Licence Database.
		b) Oversight and Enforcement	$54.07	$11.553	$13.8	Enhanced security procedures at ports, marine facilities and Canadian Vessels; Increased stakeholder awareness and understanding; Stakeholder compliance with security regulations; and Security-conscious culture among stakeholders.	The Domestic Ferries Security Regulations were promulgated and came into effect in time for the Vancouver 2010 Winter Olympics. Significant progress was made on revising the Marine Transportation Security Regulations. Nationally, over 835 Port or Facility security inspections were carried out, as well as 1,258 vessel inspections for security (domestic and foreign). More than 250 marine facility and vessel certifications (including domestic ferry vessels and facilities) were also issued in 2009-2010. Significant support and coordination was offered during the Vancouver 2010 Winter Olympics. This included developing a Marine Security Concept of Operations and Contingency Plan, as well as carrying out more than 300 periodic inspections of ports, facilities and vessels in the Pacific Region. A risk-based security assessment program was developed and implemented. In partnership with key federal partners, the Marine Event Response Protocol was also developed and implemented to respond and manage significant marine events through an integrated and coordinated Government of Canada approach. Several Marine Security Operations Bulletins and Marine Security Operations Policies were issued to provide awareness to stakeholders, regional inspectors and other government departments.
		c) Marine Security Policy and Interdepartmental Coordination	$5.0	$1.0	$0.7	Enhanced security measures at ports and marine facilities; Security-conscious culture among stakeholders; Increased cooperation between government departments and agencies involved with marine security; and Increased collaboration: internationally, industry partners, multilateral organizations, provinces and municipalities.	A Maritime Commerce Resumption (MCR) Pilot Exercise was held in Vancouver, and a Regional Maritime Commerce Resumption Plan developed for British Columbia. Significant progress was made on the development of a Marine Security Strategy, a Maritime Domain Awareness Strategy, and a Waterside Security Report and Action Plan. A Small Vessel and Facility Security Strategy and Outreach Program was completed. Agreement in principle was reached on a Memorandum of Understanding between Transport Canada and the Canada-Newfoundland and Labrador Offshore Petroleum Board on the security of offshore installations. This program participated in marine security capacity building projects in the Caribbean and Latin America with the OAS.
		d) Marine Transportation Security Clearance Program	$11.8	$2.0	$1.2	Increased stakeholder awareness and understanding; Enhanced security measures at ports and marine facilities; and Stakeholder compliance with security regulations.	All ports captured under the MTSCP are fully compliant. To date, more than 12,000 port workers have been processed across Canada under this program. Guidance tools for existing inspection forms were developed to assist inspectors in their day-to-day compliance and enforcement duties.
		e) Marine Security Contribution Program	$115.0	$12.5	$12.4	Increased ability to meet marine security requirements; Enhanced security measures at ports and marine facilities; Security-conscious culture among stakeholders; and Stakeholder compliance with security regulations.	Marine Security Contribution Program’s fifth and final year. Out of the $12.5 million allocated for planned spending, the program disbursed $11.8 million (95%) in eligible funds to 297 recipients for security enhancements such as: Surveillance equipment Dockside and perimeter security Command, control and communications equipment, and Security training. The variance between planned and actual spending is due to the difference between projected costs and eligible costs submitted by recipients.An evaluation of the MSCP is expected to be completed in 2011-2012.
		f) Great Lakes/St. Lawrence Seaway Marine Security Operations Centre (design team)	New funding	$1.9	$0.3	Increased surveillance and awareness of marine security environment; Increased cooperation between government departments and agencies involved with marine security; Effective domain awareness; and Increased collaboration: internationally, industry partners, multilateral organizations, provinces and municipalities.	Implementing the Great Lakes Marine Security Operations Centre (MSOC) began successfully. Interim Operating Capability is expected in Fall 2010. The MSOC will further enhance Canada’s ability to detect, assess and support a response to any threat to marine security. Staffing for the Great Lakes Marine Security Operations Centre (MSOC) was somewhat delayed due to the lengthy process required to recruit personnel for this specialized security field.
Department of Fisheries and Oceans	Safe and Accessible Waterways	a) Increased On-Water Patrols	$10.0 (annually and ongoing)	$ 10.0	$10.0	Increased on-water presence; and Effective domain awareness.	101% - percentage of total number of fleet operational days delivered versus planned.
		b) Automatic Identification System and Long Range Identification and Tracking	$32.5	$12.0	$5.605	Increased volume of vessel traffic data; Increased awareness; and Effective domain awareness.	An AIS interim installation has been completed and system is tracking vessels. Full National implementation will be completed in 2010-11. Full national implementation of the LRIT system was completed.
		c) Great Lakes/ St. Lawrence Seaway Marine Security Operations Centre	$ 3.0 (annual and ongoing)	$3.0	$1.54	Increased surveillance and awareness of marine security environment; Increased cooperation between government departments and agencies involved with marine security; Effective domain awareness; and Increased collaboration: internationally, industry partners, multilateral organizations, provinces and municipalities.	Reliability of CCG maritime vessel traffic information for usage at Marine Security Operations Centres (Proportion of year information is fully available) Target: 99.7% 99.4% Majority of breakdown time was due to service provider access problems. These will be monitored in the future.
		d) Marine Security Enforcement Teams	$18.0	$5.0	$5.185	Increased on-water presence; Increased surveillance and awareness of marine security environment; Increased capability to respond to marine threats; Effective domain awareness; and Rapid and effective response to marine threats and incidents.	Supported enforcement agencies during the 2010 Olympics and Paralympics in Vancouver. Ships were equipped with Secure Tactical Radios that enhanced services. In addition, an extra boat and 3 ships were provided by CCG. CCG seagoing personnel tasked to support the 2010 games attended Police Defensive Tactics and Law Enforcement Familiarization Training. Provided staff to the DFO regional response centre, the Olympics Maritime Security Operations Centre; Maritime Security Operations Centre (West); and, Implemented a 24/7 Fisheries and Oceans Co-ordinated Olympic Support Centre in HQ. Supported ad hoc law enforcement requests in all areas of Canadian waters. 97.7% planned operational days were delivered.
		e) Construction of Mid-Shore Patrol Vessels	$100.9	$4.6	$8.6	CCG will procure MSPV vessels; RCMP will report on the enforcement results of the MSET program.	Contract has been awarded for the MSPVs. MSET vessels will come into service by 2011; all vessels will be delivered by 2013.
	Sustainable Fisheries and Aquaculture	f) Increased Surveillance Flights	$ 7.0 (annually and ongoing)	$7.0	$7.0	Increased surveillance and awareness of marine security environment; and Effective domain awareness.	New contract awarded June 8, 2009 with existing supplier. C&P provided aerial surveillance coverage during Olympic period. All operations were successful. C&P flew approximately 5,500 hrs in fiscal year 2009-2010.
Canada Border Services Agency (CBSA)	Risk Assessment	a) Radiation Detection Equipment Initiative	$ 5.42 (annually and ongoing) (over 5 years)	$5.42	$0.28	Increased security measures at ports and marine facilities.	34 Radiation Portals were installed at CBSA marine ports and marine facilities. 1,100 Personal Radiation Devices (PRD) have also been procured to detect radio isotopes in the marine mode. Increased cooperation and collaboration between the CBSA and industry partners. Increased security measures at ports and marine facilities.
	Enforcement				$5.11
	Total				$5.39
	Risk Assessment	b) Passenger and Crew Screening Initiative	$ 7.22 (annually and ongoing)	$7.224	$3.37	Increased security measures at ports and marine facilities.	Increased security measures at ports and marine facilities. Screened 100% of all vessels entering Canadian waters. Boarded selected vessels identified as high-risk.
	Enforcement				$0.24
	Facilitated Border				$0.12
	Conventional Border				$3.47
	Total				$7.20
	Enforcement	c) Cruise Ship Inspections	$4.65 (annually and ongoing)	$4.65	$0.41	Increased security measures at ports and marine facilities.	Increased security measures at ports and marine facilities.Screened 100% of all vessels entering Canadian waters.Boarded selected vessels identified as high-risk.
	Conventional Border				$4.22
	Internal Services				$0.13
	Total				$4.76
Public Safety	National Exercise Division	a) Marine-Based Counter-terrorism Exercises (sometimes referred to as scenario based training)	$0.2 ongoing $1.0 to date	$0.2	$0.2	Improved understanding of roles and responsibilities; contribution to the development of robust interdepartmental procedures and thereby enhanced interdepartmental coordination for Port Domain Awareness and Emergency / Consequence Management.	Hosted the following planning conferences: Initial Planning Conference - April 2009 Define Objectives Identify participants Mid Planning conference – June 2009 Write Scenario Develop Master Sequence Events List Develop Handbooks and other related material Final Planning Conference – September 2009 Review all material Finalize documents Conduct Training Sessions Conduct full-scale exercise – October 2009.
	Policing and Law Enforcement	b) Great Lakes / St. Lawrence Seaway Marine Security Operations Centre (Design Team)	$1.6	$0.308	$0.132	Overall policy coordination for the implementation and direction of the permanent Great Lakes / St. Lawrence Marine Security Operations Centre. Improved domain awareness in the Great Lakes / St. Lawrence Seaway region by implementation of a permanent facility.	Participated in GL MSOC National Representatives working group and provided overall policy coordination and support in developing the GL MSOC CONOPS and the GL MSOC legal analysis. Participated in Maritime Domain Awareness working group and provided policy support towards developing a Treasury Board Submission on establishing a GL MSOC permanent facility.
Department of National Defence	Generate and Sustain Integrated Forces – Generate and Sustain Forces Capable of Maritime Effects – Operational Units	a) Coastal Marine Security Operations Centres	$165.0	$22.45	$9.8	Increased surveillance and awareness of marine security environment; Increased cooperation between government departments and agencies involved with marine security; and Effective domain awareness.	Interim Operating Capability for the Coastal MSOCs achieved in October 2009. Final Operating Capability Vision adopted. MSOC Statement of Operational Requirements adopted. A National Vessel Targeting Matrix was implemented by Transport Canada. In partnership with CCG, Transport Canada developed Long Range Identification and Tracking (LRIT) processes and Standard Operating.
		b) Interdepartmental Maritime Integrated Command Control and Communication	$ 10.0 +7,000,000 recurring O&M yearly commencing 2013	$0.135 (for definition phase)	$ 0.069	Increased surveillance and awareness of marine security environment; Increased cooperation between government departments and agencies involved with marine security; and Project Approval 11 Jan. 2010 ($34.2M).	Project approved Jan 10. Working with partner departments and agencies to improve interdepartmental tactical operations. Leads the IMIC3 project which will improve tactical communications between the various departmental/agencies vessels at sea.
	Conduct Operations – Domestic and Continental Operations – Conduct Ongoing Operations and Services to Canadians	c) Increased On-Water Presence/ Coordination (Marlant and JTF(P))	$5.0 Annual recurring amount	$5.0	$5.0	Increased surveillance and awareness of marine security environment; Increased on-water presence; and Improved domain awareness.	Provided additional sea-time to MARCOM resources which added to maritime surveillance in Canada’s coastal approaches.
Royal Canadian Mounted Police	Marine Security	a) National Ports Project	$8.403	$1.029	Included in the actuals for 6 (b). See below.	Safeguarding.	The NPET teams have established very strong relationships with core partners such as CBSA and other law enforcement agencies. Between the Ports of Halifax, Montreal, Hamilton and Vancouver teams, over 4000 files have been opened in 2009-2010 ranging from assistance to other units/agencies to organized crime investigations.
		b) National Port Enforcement Teams (NPET) (2003)	$22.350	$4.44	$5.229	NPET are integrated, intelligence-led, and conduct federal-statute investigations applicable to Canadian ports; and The enforcement objective is to prevent, detect and interdict organized criminal activity, contraband, and people who may pose a threat to the safety and security of Canada and other countries.	The NPET teams have established a very strong relationship with core partners such as CBSA and other law enforcement agencies. Between the Ports of Halifax, Montreal, Hamilton and Vancouver teams, over 4000 files have been opened in 2009-2010 ranging from assistance to other units/agencies to organized crime investigations.
		c) Marine Security Emergency Response Team Training (2003)	$3.920	$0.56	$0.344	Increased capability to respond to marine threats; and Rapid and effective response to marine threats and incidents.	The ERT Marine Intervention training course is delivered on a regular basis with emphasis placed on proficiency and safety while operating in a marine environment. Support is being provided to the MS ERT teams by continually researching and improving on equipment necessary to conduct safe and efficient operations.
		d) Marine Security Emergency Response Teams Re-profiled funding carried forward to 2007-2008	$32.7   $0	$5.63   $0	$4.223	Increased capability to respond to marine threats; and Rapid and effective response to marine threats and incidents.	The MS ERT teams have completed over 85 training sessions during the past fiscal year. A recruiting program is in place to identify suitable candidates to ensure HR sustainability. All teams were involved in training exercises prior to the V2010 and were also deployed during the Olympics. The MS ERT teams have also been involved in several high risks operations and assisted other units as well as other agencies. In cooperation with the St.Lawrence Seaway Management (Corporation de gestion de la voie maritime du St.Laurent), MS ERT has put in place an emergency plan in the Quebec region.
	Forensic Identification	e) Marine Transportation Clearance Program	$2.160	$0.18	$0.139	Improved security measures at ports and marine facilities.	Significant amount of fingerprints submissions from Transport Canada were processed.
	Marine Security	f) Great Lakes/St. Lawrence Seaway Marine Security Operations Centre (2005 -2008) (2008-2013)	$31.461 Note: Interim funding ended March 31, 2008. Permanent funding has been approved as of fall 2008-2009	$ 2.491	$2.538	Increased surveillance and awareness of marine security environment; Increased cooperation between government departments and agencies involved with marine security; Effective domain awareness; and Increased collaboration: internationally, industry partners, multilateral organizations, provinces, and municipalities.	The MSOC collection plan implementation and the increase involvement of core partners and other law enforcement agencies within the Great Lakes/St.Lawrence Seaway is contributing to obtaining a better marine domain awareness picture within the MSOC areas. Threat & risk assessment was completed. The use of the MSOC mobile radar has significantly increased. Substantive units and other law enforcement agencies requested the use of the radar to assist them during joint operations including operations involving U.S. partners.
		g) National Waterside Security Coordination Team (2005)	$4.805	$0.839	$0.673	Increased surveillance and awareness of marine security environment; and Effective domain awareness.	The 2009 phase II waterside review has been completed and will be forwarded to IMSWG in the very near future. Partnerships are paramount to the success of the coordination team therefore the RCMP enlisted the expertise of one law enforcement partner and is in the process of enlisting two more.
		h) Marine Security Enforcement Teams (2005)	$28.422 (recurring)	$ 7.432	$4.776	Increased on-water presence; Increased surveillance and awareness of marine security environment; Increased capability to respond to marine security threats; Effective domain awareness; and Rapid and effective response to marine threats.	All members of the MSET team were deployed in a marine capacity to the Olympics. Their duties ranged from liaison officer onboard DND ships, tactical vessel operators with MS ERT, vessel operators or in the Olympic Marine Operations Centre. MSET participates in MS ERT training on a regular basis. The MSET teams contribute in populating the marine domain awareness by providing MSOC with information gathered during their patrols. MSET has been utilized during several joint operations (both national and international). The partnership with U.S. agencies is particularly strong in the Windsor/Sarnia corridor as well as in the Thousand Island area. MSET assisted RCMP Cornwall Detachment and CBSA during the High profile controversial relocation of the CBSA POE.
Total			$202.07	$30.933	$30.4

Comments on Variances:

Transport Canada

1. Planned spending matched actual expenditures – the Coordination Fund was fully subscribed in 2009-2010.
   
2. Due to pressures related to critical marine security projects including Emergency Management and Commerce Resumption, Transport Canada’s Executive Committee reallocated $1.4 million to cover these initiatives.
   
3. Small surplus was used to offset pressures in 1b. Oversight and Enforcement area.
4. Small surplus was used to offset pressures in 1b. Oversight and Enforcement area.
   
5. The variance between planned Contribution funding of $12.5 million and actual disbursements of $11.5 million is due to the difference between projected costs and eligible costs submitted by recipients. It should be noted that the Program was not granted any administrative funding for either 2008-2009 or 2009-2010 – these costs were reallocated from within Transport Canada as pressure funding, for a total of $12.4 million.
   
6. Legal costs related to the Marine Transportation Security Clearance Program were less than originally anticipated.
   

DFO/CCG

1. Additional Fleet Operations – N/A.
   
2. AIS & LRIT – Delays with Contractor delivery of Software caused the 2009-2010 budget variance.
   
3. Great Lakes/St-Lawrence Seaway MSOC – $1.46 million was carried forward from 2009-2010 to 2010-2011. Staffing is just ramping up and therefore all funds were not expended.
   
4. Great Lakes/St-Lawrence Seaway MSET – $972K was spent less than anticipated due to changes in availability and type of vessel from original plan.
   
5. Acquisition of Great Lakes/St-Lawrence Seaway Mid-shore Patrol Vessels (MSPV) – An additional $4 million was spent more than planned as the project was accelerated in 2009-2010. The current TEC of the 9 MSPV is $227 million. The cost per vessel has been augmented to $25.22 million ($227 million/9). The cost increase was communicated in the Aide Memoire to the Cabinet. TC DPR should reflect the updated budget for the 4 security vessels, which is $100.9 million. The total planned spending for 2009-2010 was $10.3 million excluding carry-forward and $4.6 million is towards the 4 security vessels. The actual spending is higher than planned figure due to acceleration of the project. Information related to MSPV in TC's RPP 2010-2011 had not been updated to reflect the $25.22 million per vessel, therefore there will be inconsistency between their DPR 2009-2010 and RPP 2010-2011.
   
6. Enhanced Conservation and Protection Aerial Surveillance Flights – N/A.

Public Safety

Note: Actuals for 6 a) and 6 b) have been combined.

Contact information: Fulvio Fracassi, Director General, Marine Security, Transport Canada, 613-991-4173, fulvio.fracassi@tc.gc.ca

Name of Horizontal Initiative: Asia-Pacific Gateway and Corridor Initiative

Name of Lead Department(s): Transport Canada

Lead Department Program Activity: Gateways and Corridors

Start Date of the Horizontal Initiative: October 19, 2006

End Date of the Horizontal Initiative: March 31, 2014

Total Federal Funding Allocation (start to end date): $1.01 billion

Description of the Horizontal Initiative (including funding agreement): The Asia-Pacific Gateway and Corridor Initiative (APGCI) is intended to strengthen Canada’s competitive position in global commerce. It is an integrated package of investment and policy measures to advance the capacity and efficiency of the Asia-Pacific Gateway and Corridor into North America. 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 geographic advantages and transportation system of Canada’s West Coast. 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.

Shared Outcome(s): The following are planned shared outcomes and activities for the Asia-Pacific Gateway and Corridor Initiative.

Key areas include:

• Gateway capacity: Strategic infrastructure investments and network improvements;
  
• Competitiveness: Increase Canada’s share of Asia-Pacific commerce to North America;
  
• Efficiency and reliability: Improve goods movement throughout supply chains;
  
• Security and border efficiency: Establish a secure and efficient transportation network linking Canadian and North American markets; and
  
• Integrative policy frameworks and regulations that address new approaches to governance.
  

Ultimate Outcome:

• Boost Canada’s commerce with the Asia-Pacific region;
  
• Increase the Gateway’s share of North American-bound container imports from Asia;
  
• Improve the efficiency and reliability of the Gateway for Canadian and North American exports; and
  
• Ensure travel routes are safe, open to through traffic and minimize environmental impacts.
  

Governance Structure(s): The Minister for the Asia-Pacific Gateway is the champion for this initiative, with support in this effort provided by Transport Canada. The Minister of Transport, Infrastructure and Communities is accountable for the management of resources in the Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund. These two ministers are jointly responsible for the APGCI.

The APGCI is a horizontal initiative and its development and implementation involve a number of key federal departments/agencies. While each is ultimately accountable for its own programs/activities and associated resources from the APGCI Transportation Infrastructure Fund, the implicated federal departments/agencies are also responsible for contributing to the overarching objectives of the APGCI. All federal partners 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 two lead ministers, via a Director General level Interdepartmental Steering Committee on the Asia-Pacific Gateway and Corridor Initiative.

An overall Horizontal Performance Framework was prepared in collaboration with all the departments/agencies involved in the Asia-Pacific Gateway and Corridor Initiative. This framework will provide a sound, coordinated and ongoing performance measurement and evaluation strategy to assess the overall process in implementing the APGCI. Partner departments and their role in the initiative are as follows:

Transport Canada

Transport Canada (TC), as the lead department, reports to the Minister for the Asia-Pacific Gateway and to the Minister of Transport, Infrastructure and Communities. TC’s Policy Group is responsible for the on-going coordination, management, integration and strategic development and implementation of the APGCI overall. Other federal departments and agencies, the four western provinces and stakeholders from the private sector are consulted and involved in building consensus on decisions related to the APGCI.

TC is also responsible for the management 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 its core, the APGCI also focuses on interconnected issues that impact on the further development and exploitation of the Asia-Pacific Gateway and Corridor. In the development of long-term strategic directions for this initiative, TC is engaged in a number of non-infrastructure/competitiveness measures, including:

• Policy renewal agenda to examine policy issues that directly impact the efficiency of the transportation infrastructure that defines the Gateway and Corridor, or its exploitation;
  
• Security review to assess issues related specifically to the Gateway’s reputation and performance;
  
• Roundtable events across western provinces and an international conference to advance understanding of the long-term challenges and opportunities of the gateway by tapping into Canadian and international academic expertise;
  
• The integration of the three major ports in British Columbia Lower Mainland to improve efficiency and capacity;
  
• Support for the establishment of the Lower Mainland Trucking Forum to reach recommendations, on a consensus basis, on methods for improving the efficiency of trucking operations at Vancouver ports; and
  
• Studies directly related to the Gateway operations and efficiency, to better understand and improve the multi-modal infrastructure network and increase the productivity of the full supply chain.

Foreign Affairs and International Trade

The Department of Foreign Affairs and International Trade (DFAIT) Pacific Gateway International Marketing Group is responsible for the ongoing development and implementation of an international marketing strategy in coordination with all stakeholders. The objective is to promote greater use of the Gateway as the 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, includes targeted communication products, outgoing and incoming missions, and showcasing 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, and exporters and/or importers in each of their respective regions to showcase the strengths of the Canadian transportation network. These missions encourage investment and technology transfer, play an advocacy role on key APGCI issues such as security and border efficiency, provide 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 and North American missions who understand 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.

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. 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 APGCI.

Parks Canada Agency

Parks 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 has twinned 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 helped to ensure the timely completion of this section of highway upgrading and hence support the Initiative’s objective of improving the movement of goods through the Asia-Pacific Gateway and Corridor.

Western Economic Diversification Canada

Western Economic Diversification Canada (WD) was responsible for a business opportunities and awareness-raising initiative entitled "Seizing the Gateway Opportunity: Western Canada and the Asia-Pacific Challenge", and for funding dredging work on the Fraser River to maintain a competitive shipping channel.

As part of "Seizing the Gateway Opportunity", WD supported: research on successful gateway economies and how best to capitalize on the long-term value-added economic opportunities presented by the rise of the Asia-Pacific market; case studies of successful Canadian SMEs in the Asia-Pacific market; a Canadian presence at the China International Fair for Investment and Trade; a study tour of Western Canadian innovation capabilities by Trade Commissioners from Canadian Posts in Asia-Pacific; and an assessment of community level needs in Saskatchewan and Manitoba for doing business in and with Asia.

WD 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 temporary measure enabled the port to accommodate increasingly large shipping vessels, until a long-term solution is developed to provide for self-sustaining access to port facilities.

Human Resources and Skills Development Canada

Human Resources and Skills Development Canada (HRSDC) is responsible for the Asia-Pacific Gateway Skills Table. Modeled on the Sector Council Program, the Skills Table was established in March 2008 to help address the skills and labour pressure issues in the Asia-Pacific Gateway.

Through the APGCI, HRSDC was provided $3 million over 4 years to fund projects prioritized by the Skills Table. HRSDC is providing an additional $2 million to support the establishment and operation of the Skills Table (total federal investment is $5 million).

($ millions)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2009-10	Actual Spending for 2009-10	Expected Results for 2009-10	Results Achieved in 2009-10
Transport Canada	Asia-Pacific Gateway and Corridor Initiative	Transportation Infrastructure Fund	$900.15	$224.61	$75.54	Advancement of key strategic APGCI multi-modal infrastructure projects with public and private sector partners.	Announced 2 South Shore Trade Area projects. Signed 6 contribution agreements. 4 new projects entered the construction phase. 5 projects were completed.
		Coordination, Management	$6.50	$1.30	$1.33	Continued interdepartmental coordination and management of the APGCI.	Coordinated and integrated policy within TC and across federal departments through the internal and interdepartmental steering committees.
		Fast Track Process	$2.30	$0.00	$0.00	N/A (completed in 2007-2008)	N/A (completed in 2007-2008)
		Competitiveness Investment	$12.65	$5.52	$2.63	Identification of opportunities to attract value-added activities and investments in sectors complementary to the Asia-Pacific Gateway and Corridor. Deepened international partnerships. Launched Public Engagement program.	Launched pilot projects to promote the use of Canada’s foreign trade zone-type programs. Harmonized tariff regulations for international maritime containers. Hosted industry workshop on improving air cargo competitiveness. Strengthened relations with China through multiple ministerial missions, the signing of an MoU and Action Plan, and a logistics industry exchange program. Expanded international outreach to Singapore, Malaysia and Vietnam. Concluded air transport agreements with South Korea and Japan to benefit travelers and shippers. Launched a call for proposals for the Public Engagement Program. Developed transportation system performance indicators and conducted research on system capacity. Consulted industry on improving system efficiency and reliability.
Foreign Affairs and International Trade	International Commerce - managing and delivering commerce services and advice to Canadian business	Marketing the APGCI	$7.00	$2.00	$1.70	Increased awareness and use of the APGCI among the Asian and North American stakeholders.	Coordinated 3 business-to-business roadshows to North Asia and the U.S. and presence at 4 international industry events. Implemented an advertising campaign, including placements in 15 key international transportation and logistics publications. Facilitated 7 incoming APGCI media missions from Asia and the U.S. leading to articles in 158 publications and on one television station. Completed supply chains studies on Chicago, Memphis and Chinese brands exporting to North America and a survey on U.S. perceptions of North American ports.
Canada Border Services Agency	Risk Assessment Enforcement Conventional Border Internal Services	Marine Container Inspection Operation at Port of Prince Rupert	$28.00	$5.00	$7.82	Completed implementation of the Marine Container Inspection Program.	Port of Prince Rupert container inspection activities are fully operational. Developed partnerships with various stakeholders to reinforce supply chain security. Continued refinement of the CBSA operations to ensure effective and efficient delivery of all CBSA programs.
Parks Canada	Throughway management	Banff Trans Canada Highway Twinning	$37.00	$5.00	$4.40	Completed twinning of three kilometres of the Banff Trans Canada Highway.	Project complete with the exception of final claims, clean up etc. that will take place in 2010-2011.
Western Economic Diversification	Business development and entrepreneurship	Seizing the Gateway opportunity	$0.40	$0.00	$0.00	N/A (completed in 2007-2008)	N/A (completed in 2007-2008)
		Dredging the Fraser River	$4.00	$0.00	$0.00	N/A (completed in 2007-2008)	N/A (completed in 2007-2008)
Human Resources and Skills Development Canada	Asia-Pacific Gateway and Corridor Skills Table	Skills and Labour Pressure	$3.00	$0.94	$0.76	Several projects designed to address skills pressures in Gateway sectors will be launched.	BC Security Labour Market Roundtable was completed and produced a report. 4 other projects were underway, including the delivery of several human resource planning workshops and workplace training courses.
Total			$1,001.00	$244.37	$94.18

Comments on Variance: Transport Canada – APCGI Transportation Infrastructure Fund: Market and economic conditions caused construction costs to be lower than anticipated, thus resulting in lower than expected bids on tenders. In addition, regulatory compliance, delays in property acquisition, design changes and restrictions also contributed to project delays.

Results to be achieved by non-federal partners (if applicable): N/A

Contact information: Paul Sandhar-Cruz, Director, Pacific Gateway Coordination, 613-949-0654