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Supplementary Information (Tables)
Transport Canada administers a number of transfer payment programs. Transfer payments are transfers of money, goods, services or assets made from an appropriation to individuals, organizations or other levels of government, without the federal government directly receiving goods or services in return. The summary of the three-year transfer payment programs plan is available on Transport Canada's website.
Transport Canada is subject to the revised Policy on Transfer Payments, which requires departments to report on transfer payment programs of $5 million or more.
Over the next three years, Transport Canada will administer the following transfer payment programs:
Strategic Outcome: An Efficient Transportation System
Program Activity: Gateways and Corridors
Name of Transfer Payment Program: Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund
Start date: October 20, 2006
End date: March 31, 2014
Description:
The Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund is intended to establish the best transportation network to facilitate global supply chains between Asia and North America. The transportation infrastructure investments address short and long-term capacity issues.
Expected results:
Forecast Spending 2010-11 [1] |
Planned Spending 2011-12 |
Planned Spending 2012-13 |
Planned Spending 2013-14 |
|
---|---|---|---|---|
Total grants | ||||
Total contributions | 111,708 | 338,064 | 203,558 | 57,521 |
Total other types of transfer payments | ||||
Total Transfer payments | 111,708 | 338,064 | 203,558 | 57,521 |
Summary of the 3 Year Plan: http://www.tc.gc.ca/eng/corporate-services/finance-553.htm
Strategic Outcome: An Efficient Transportation System
Program Activity: Gateways and Corridors
Name of Transfer Payment Program: Gateways and Border Crossings Fund
Start date: February 7, 2008
End date: March 31, 2014
Description:
The Gateways and Border Crossings Fund is a merit-based program that funds transportation infrastructure and other related initiatives to develop and exploit Canada’s strategic gateways, trade corridors and border crossings and to better integrate the national transportation system.
Expected results:
Forecast Spending 2010-11 [1] |
Planned Spending 2011-12 |
Planned Spending 2012-13 |
Planned Spending 2013-14 |
|
---|---|---|---|---|
Total grants | ||||
Total contributions | 127,248 | 162,887 | 819,647 | 604,459 |
Total other types of transfer payments | ||||
Total Transfer payments | 127,248 | 162,887 | 819,647 | 604,459 |
Summary of the 3 Year Plan: http://www.tc.gc.ca/eng/corporate-services/finance-553.htm
Strategic Outcome: An Efficient Transportation System
Program Activity: Transportation Infrastructure
Name of Transfer Payment Program: Northumberland Strait Crossing Subsidy Payment under the Northumberland Strait Crossing Act (Statutory)
Start date: May 31, 1997
End date: April 1, 2032
Description:
The Northumberland Strait Crossing Subsidy Payments are made to the bridge operator to honour a constitutional obligation to provide a transportation link between Prince Edward Island and the mainland.
Expected results:
Forecast Spending 2010-11 [1] |
Planned Spending 2011-12 |
Planned Spending 2012-13 |
Planned Spending 2013-14 |
|
---|---|---|---|---|
Total grants | ||||
Total contributions | ||||
Total other types of transfer payments | 57,721 | 59,175 | 60,379 | 61,633 |
Total Transfer payments | 57,721 | 59,175 | 60,379 | 61,633 |
Summary of the 3 Year Plan: http://www.tc.gc.ca/eng/corporate-services/finance-553.htm
Strategic Outcome: An Efficient Transportation System
Program Activity: Transportation Infrastructure
Name of Transfer Payment Program: Port Divestiture Fund
Start date: April 18, 1996
End date: March 31, 2012
Description:
The Port Divestiture Fund was created to facilitate the divestiture process by providing new owners/operators with the resources to continue port operations for the foreseeable future.
Expected results:
Forecast Spending 2010-11 [1] |
Planned Spending 2011-12 |
Planned Spending 2012-13 |
Planned Spending 2013-14 |
|
---|---|---|---|---|
Total grants | ||||
Total contributions | 14,486 | 6,600 | ||
Total other types of transfer payments | ||||
Total Transfer payments | 14,486 | 6,600 |
Summary of the 3 Year Plan: http://www.tc.gc.ca/eng/corporate-services/finance-553.htm
Strategic Outcome: An Efficient Transportation System
Program Activity: Transportation Infrastructure
Name of Transfer Payment Program: Grant to the Province of British Columbia in respect of the provision of ferry and coastal freight and passenger services.
Start date: April 18, 1977
End date: No sunset clause
Description:
The Grant to the province of British Colombia gives financial assistance to provide ferry services in the waters of the Province as part of a federal obligation to provide transportation links to the national transportation system from various regions and isolated areas of British Columbia.
Expected results:
Forecast Spending 2010-11 [1] |
Planned Spending 2011-12 |
Planned Spending 2012-13 |
Planned Spending 2013-14 |
|
---|---|---|---|---|
Total grants | 26,924 | 27,697 | 27,697 | 27,697 |
Total contributions | ||||
Total other types of transfer payments | ||||
Total Transfer payments | 26,924 | 27,697 | 27,697 | 27,697 |
Summary of the 3 Year Plan: http://www.tc.gc.ca/eng/corporate-services/finance-553.htm
Strategic Outcome: An Efficient Transportation System
Program Activity: Transportation Infrastructure
Name of Transfer Payment Program: Contributions to provinces toward highway improvements to enhance overall efficiency and promote safety while encouraging industrial development and tourism from a regional economic perspective: Outaouais Roads Development Agreement
Start date: January 7, 1972
End date: No sunset clause
Description:
Contributions to the Province of Quebec related to the Outaouais Roads Development Agreement toward highway improvements are made to enhance overall efficiency and promote safety while encouraging regional and industrial development and tourism.
Expected results:
Forecast Spending 2010-11 [1] |
Planned Spending 2011-12 |
Planned Spending 2012-13 |
Planned Spending 2013-14 |
|
---|---|---|---|---|
Total grants | ||||
Total contributions | 565 | 21,195 | 16,580 | 14,640 |
Total other types of transfer payments | ||||
Total Transfer payments | 565 | 21,195 | 16,580 | 14,640 |
Summary of the 3 Year Plan: http://www.tc.gc.ca/eng/corporate-services/finance-553.htm
Strategic Outcome: A Safe Transportation System
Program Activity: Aviation Safety
Name of Transfer Payment Program: Airports Capital Assistance Program
Start date: April 1, 1995
End date: No sunset clause
Description:
Airports Capital Assistance Program assists eligible applicants in financing capital projects related to safety, while contributing to asset protection and operating cost reduction.
Expected results:
Forecast Spending 2010-11 [1] |
Planned Spending 2011-12 |
Planned Spending 2012-13 |
Planned Spending 2013-14 |
|
---|---|---|---|---|
Total grants | ||||
Total contributions | 10,500 | 60,000 | 47,500 | 38,000 |
Total other types of transfer payments | ||||
Total Transfer payments | 10,500 | 60,000 | 47,500 | 38,000 |
Summary of the 3 Year Plan: http://www.tc.gc.ca/eng/corporate-services/finance-553.htm
Strategic Outcome: A Safe Transportation System
Program Activity: Rail Safety
Name of Transfer Payment Program: Program in support of crossing improvements approved under the Railway Safety Act
Start date: January 1, 1989
End date: Ongoing (Ongoing program funding was approved by Minister in October 2010.)
Description:
Payments made to railway companies and municipalities to improve the safety at public road/railway grade crossings.
Expected results:
Forecast Spending 2010-11 [1] |
Planned Spending 2011-12 |
Planned Spending 2012-13 |
Planned Spending 2013-14 |
|
---|---|---|---|---|
Total grants | ||||
Total contributions | 9,220 | 12,345 | 12,845 | 12,845 |
Total other types of transfer payments | ||||
Total Transfer payments | 9,220 | 12,345 | 12,845 | 12,845 |
Summary of the 3 Year Plan: http://www.tc.gc.ca/eng/corporate-services/finance-553.htm
[1] The Forecast Spending 2010-2011 reflects best forecast of planned spending to the end of the fiscal year based on actual information at November 30, 2010.
The GGO supplementary table applies to departments and agencies bound by the Federal Sustainable Development Act, the Policy on Green Procurement, or the Policy Framework for Offsetting Greenhouse Gas Emissions from Major International Events.
Please note:
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Number of completed new construction, build-to-lease and major renovation projects in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011–12) | Not applicable | |
Number of completed new construction, build-to-lease and major renovation projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011–12) | Not applicable | |
Existence of strategic framework. (Optional in RPP 2011–12) | Will be completed by March 2012 |
Strategies / Comments
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Number of buildings over 1000m2, as per departmental strategic framework. (Optional in FY 2011–12) | Not applicable | |
Percentage of buildings over 1000m2 that have been assessed using an industry-recognized assessment tool, as per departmental strategic framework. (Optional in FY 2011–12) | Not applicable | |
Existence of strategic framework. (Optional in RPP 2011–12) | Will be completed by March 2012 |
Strategies / Comments
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Number of completed lease and lease renewal projects over 1000m2 in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011–12) | Not applicable | |
Number of completed lease and lease renewal projects over 1000m2 that were assessed using an industry-recognized assessment tool in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011–12) | Not applicable | |
Existence of strategic framework. (Optional in RPP 2011–12) | Will be completed by March 2012 |
Strategies / Comments
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Number of completed fit-up and refit projects in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011–12) | Not applicable | |
Number of completed fit-up and refit projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011–12) | Not applicable | |
Existence of strategic framework. (Optional in RPP 2011–12) | Will be completed by March 2012 |
Strategies / Comments
Performance Measure | RPP | DPR | |
---|---|---|---|
Target Status | |||
Departmental GHG reduction target: Percentage of absolute reduction in GHG emissions by fiscal year 2020–21, relative to fiscal year 2005–06. | 21% | ||
Departmental GHG emissions in fiscal year 2005–06, in kilotonnes of CO2 equivalent. | 64151 | ||
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent. | FY 2011–12 | 53,887 | |
FY 2012–13 | 53,566 | ||
FY 2013–14 | 53,245 | ||
FY 2014–15 | 52,925 | ||
FY 2015–16 | 52,604 | ||
FY 2016–17 | 52,283 | ||
FY 2017–18 | 51,962 | ||
FY 2018–19 | 51,642 | ||
FY 2019–20 | 51,321 | ||
FY 2020–21 | 50,679 | ||
Percent change in departmental GHG emissions from fiscal year 2005–2006 to the end of the given fiscal year. | FY 2011–12 | 16% | |
FY 2012–13 | 16.5% | ||
FY 2013–14 | 17% | ||
FY 2014–15 | 17.5% | ||
FY 2015–16 | 18% | ||
FY 2016–17 | 18.5% | ||
FY 2017–18 | 19% | ||
FY 2018–19 | 19.5% | ||
FY 2019–20 | 20% | ||
FY 2020–21 | 21% |
Strategies / Comments
Performance Measure | RPP | DPR | |
---|---|---|---|
Target Status | |||
Existence of implementation plan for the disposal of all departmentally-generated EEE. (Optional in RPP 2011–12) | Will be completed by March 2012 | ||
Total number of departmental locations with EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of the given fiscal year. | FY 2011–12 | 17% | |
FY 2012–13 | 60% | ||
FY 2013–14 | 100% |
Strategies / Comments
Performance Measure | RPP | DPR | |
---|---|---|---|
Target Status | |||
Ratio of departmental office employees to printing units in fiscal year 2010–11, where building occupancy levels, security considerations and space configuration allow. (Optional) | Not applicable | ||
Ratio of departmental office employees to printing units at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow. | FY 2011–12 | 5:1 | |
FY 2012–13 | 8:1 | ||
FY 2013–14 | 10:1 |
Strategies / Comments
Performance Measure | RPP | DPR | |
---|---|---|---|
Target Status | |||
Number of sheets of internal office paper purchased or consumed per office employee in the baseline year selected, as per departmental scope. (Optional in RPP 2011–12) | Not applicable | ||
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected. (Optional in RPP 2011–12) | FY 2011–12 | Not applicable | |
FY 2012–13 | 10% | ||
FY 2013–14 | 20% |
Strategies / Comments
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Presence of a green meeting guide. (Optional in RPP 2011–12) | Yes: Adopted 2010 |
Strategies / Comments
8.10 As of April 1, 2011, each department will establish at least 3 smart green procurement targets to reduce environmental impacts.
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Number of vehicle purchases that meet the target relative to the total number of all vehicle purchases in the given year. | 42 expected to meet target 52 expected purchases in total |
|
Progress against measure in the given fiscal year. | 80% |
Strategies / Comments
Why this self selected target is smart:
Specific: Refers to specific type of commodity and purchasing mechanism.
Measurable: Information available through our tracking and financial systems.
Achievable: Departmental policy mandating use of Public Works and Government Services Canada standing offers.
Relevant: High rating according to the environmental issue impact assessment.
Time-bound: Date established for target implementation and completion.
Other Reporting Considerations:
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Average life of office computers in the Department. | 4 years | |
Progress against measure in the given fiscal year. | 4 year life span maintained |
Strategies / Comments
Why this self selected target is smart:
Specific: Refers to specific type of commodity.
Measurable: Information available from departmental tracking system.
Achievable: Department’s Desktop Life Cycle Plan.
Relevant: High rating according to the environmental issue impact assessment.
Time-bound: Date established for target implementation and completion.
Other Reporting Considerations:
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Volume of paper purchases meeting the target relative to total volume of all paper purchases in the given year. | 55% in 2009/10 | |
Progress against measure in the given fiscal year. | 55% in 2011/12 |
Strategies / Comments
Why this self selected target is smart:
Specific: Refers to specific type of commodity.
Measurable: Information available Public Works and Government Services Canada Standing Offers.
Achievable: Departmental policy mandating use of Public Works and Government Services Canada standing offers.
Relevant: High rating according to the environmental issue impact assessment.
Time-bound: Date established for target implementation and completion.
Other Reporting Considerations:
8.11 As of April 1, 2011, each department will establish smart targets for training, employee performance evaluations, and management processes and controls, as they pertain to procurement decision-making5.
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Number of designated contracting specialists and procurement personnel who have completed training relative to the total number of materiel managers and procurement personnel. Number of new acquisition cardholders who have completed training relative to the total number of acquisition cardholders. |
Not Available
Not Available |
|
Progress against measure in the given fiscal year. | 50% of designated contracting specialist and 60% of new acquisition cardholders |
Strategies / Comments
Why this self selected target is smart:
Specific: Refers to specific type of training and purchasing mechanism.
Measurable: Combination of manual, Human Resources and financial systems.
Achievable: Departmental policy mandating participation on Green Procurement course.
Relevant: Main requirement of the Policy on Green Procurement.
Time-bound: Date established for target implementation and completion.
Other Reporting Considerations:
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Number of performance evaluations of identified positions that have environmental consideration clauses relative to the total of identified positions. | Not Available | |
Progress against measure in the given fiscal year. | 90% |
Strategies / Comments
Why this self selected target is smart:
Specific: Refers to specific type of target group based on pre-established criteria.
Measurable: Information on the number of positions will be tracked based on manual recording and will be captured by Human Resources since information is protected upon completion, actual performance results cannot be captured or released.
Achievable: Departmental policy mandating inclusion of a performance clause in positions that have been identified as requiring a clause based on pre-established criteria.
Relevant: Main requirement of the Policy on Green Procurement.
Time-bound: Date established for target implementation and completion.
Other Reporting Considerations:
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Number of reviews and evaluations conducted to verify that the fleet management standards are met. | 2 | |
Progress against measure in the given fiscal year. | 1 |
Strategies / Comments
Why this self selected target is smart:
Specific: Refers to specific type of commodity and purchasing mechanism.
Measurable: Information available from our financial system.
Achievable: Departmental policy mandating use of Public Works and Government Services Canada standing offers.
Relevant: Main requirement of the Policy on Green Procurement.
Time-bound: Date established for target implementation and completion.
Other Reporting Considerations:
Performance Measure | RPP | DPR |
---|---|---|
Quantity of emissions offset in the given fiscal year. (Optional for all RPPs) | Not applicable |
Strategies / Comments
Notes:
1 This would be demonstrated by achieving Leadership and Energy and Environmental Design for New Construction Silver, Green Globes Design 3 Globes, or equivalent.
2 Assessment tools include: Building Owners and Managers Association of the Building Environmental Standards, Green Globes or equivalent.
3 Assessment tools include: Building Owners and Managers Association of the Building Environmental Standards, an appropriately tailored Building Owners and Managers Association International Green Lease Standard, or equivalent.
4 This would be demonstrated by achieving Leadership and Energy and Environmental Design for Commercial Interiors Silver, Green Globes Fit-Up 3 Globes, or equivalent.
5 Alternatively, departments and agencies bound by the Policy on Green Procurement but not the Federal Sustainable Development Act can follow the approach specified in the Act by setting and reporting on green procurement targets as specified in the "Green Procurement Targets" section in the above table.
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): $1.045 billion
Description of the Horizontal Initiative (including funding agreement):
The Asia-Pacific Gateway and Corridor Initiative is intended 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 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 Western Canada’s geographic advantage and strong transportation system. 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 themes include:
Ultimate Outcomes:
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 Asia-Pacific Gateway and Corridor Initiative.
The Asia-Pacific Gateway and Corridor Initiative is a horizontal initiative and its development and implementation involve a number of other key federal departments/agencies. While each is ultimately accountable for its own programs/activities and associated resources from the Asia-Pacific Gateway and Corridor Initiative fund, the implicated federal departments/agencies are also responsible for contributing to the overarching objectives of the Initiative. All federal partners are accountable for the day-to-day management of their respective component of the Asia-Pacific Gateway and Corridor Initiative. Furthermore, each department/agency is expected to provide regular updates to the two lead ministers through the Asia-Pacific Gateway and Corridor Initiative Interdepartmental Steering Committee.
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 Initiative. Partner departments and their role in the Initiative are as follows:
Transport Canada
Transport Canada, as the lead department for Asia-Pacific Gateway and Corridor Initiative, reports to the Minister for the Pacific Gateway and to the Minister of Transport, Infrastructure and Communities. The Department is responsible for the ongoing coordination, management, integration and strategic development and implementation of the Initiative 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 Initiative.
The Department is also responsible for the management of the Asia-Pacific Gateway and Corridor Initiative Transportation Infrastructure Fund, whose primary objective is to address capacity challenges facing the Asia-Pacific Gateway and Corridor. The projects funded under the Transportation Infrastructure Fund 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 Initiative also focuses on interconnected issues that impact on the further development and exploitation of the Asia-Pacific Gateway and Corridor. Transport Canada is engaged in a number of non-infrastructure/competitiveness measures including:
Foreign Affairs and International Trade Canada
Foreign Affairs and International Trade Canada Pacific Gateway International Marketing Group is responsible for the implementation of an international marketing strategy in coordination with stakeholders. The objective is to promote greater use of the Gateway as the travel and supply chain route of choice for North American and Asia-Pacific importers, exporters, investors and transportation companies.
The international marketing strategy 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. The Department’s missions abroad are actively engaged in advancing Canada as the gateway and corridor of choice and also serve to encourage investment and technology transfer, provide intelligence to Canada to support policy development and help determine what messages resonate in target markets.
The Department 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-Pacific.
Canada Border Services Agency
Canada Border Services Agency is responsible for the implementation of a marine container inspection operation located at the Port of Prince Rupert, which is now fully operational. The marine container inspection operation ensures that containers arriving from other countries are properly inspected through the use of state-of-the art technology. The Agency has also continued to refine its operations to ensure effective and efficient delivery of the Agency’s programs and has developed partnerships with various stakeholders to reinforce supply chain security.
Parks Canada
Parks Canada is responsible for the maintenance and recapitalization of highways that pass through national parks, including the Trans-Canada Highway. This Highway 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-kilometer section of the congested Highway through the Banff National Park of Canada that will result in improved capacity and efficiency. The funding provided by the Asia-Pacific Gateway and Corridor Initiative 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 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", the Department 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 Small-to-Medium Enterprises 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.
The Department 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 Asia-Pacific Gateway opportunities. This temporary measure enabled the port to accommodate increasingly larger 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 is responsible for the Asia Pacific Gateway Skills Table (Skills Table). Modeled on the Sector Council Program, the Skills Table was launched in September 2008 to help address the skills and human resource pressure issues related to the Asia-Pacific Gateway and Corridor Initiative. The development of the Skills Table follows a one-year fast-track consultative and planning process designed to inform Asia-Pacific Gateway and Corridor Initiative future policy direction and investment decisions.
The Department was provided $3 million over four years through the Asia-Pacific Gateway and Corridor Initiative to fund projects prioritized by the Skills Table. These funds will support projects in priority areas identified by the Skills Table. The Department is providing an additional $2 million to support the establishment and operation of the Skills Table (total federal investment is $5 million).
The Skills Table acts as a clearinghouse, ensuring sharing of data, projects, timetables, strategies, recruitment and retention practices, and related ideas. It provides a focused forum to identify, coordinate and leverage investments to address skills issues related to the Asia-Pacific Gateway.
Planning Highlights:
The Asia-Pacific Gateway and Corridor Initiative is at the halfway point of its eight-year mandate. A number of components have been completed, including the Fast-Track Process, the Marine Container Inspection Operation at the Port of Prince Rupert, the Banff Trans-Canada Twinning Program, Seizing the Gateway Opportunity, and Dredging the Fraser River.
All funding under the Transportation Infrastructure Fund has been allocated to 47 announced projects. Seven of these projects, worth $44 million, were funded through a transfer from the Mountain Pine Beetle Fund. An additional five projects have been funded through the Gateways and Border Crossings Fund. Nine of the projects have been completed and several others are underway, with more expected to get underway in 2011-2012. Various projects funded through other sources, including the Economic Action Plan, will contribute to the goals of the Asia-Pacific Gateway and Corridor Initiative.
Under the Asia Pacific Gateway Skills Table, six current projects will continue to be undertaken in fiscal year 2011-2012 and new projects will be advanced for funding. Common priorities among these projects include research to determine where skills gaps and labour shortages exist, development and delivery of industry-specific human resource planning workshop pilots, succession planning, certification, outreach, and partnership building.
The focus going forward will be to get the greatest benefit from Asia-Pacific Gateway and Corridor Initiative investments. This includes improving supply chain efficiency and reliability by aligning the recommendations of the private sector-led Gateway Performance Table, the Asia-Pacific Gateway Skills Table and analytical research, as well as the comprehensive review of the freight rail system in Canada. In addition, options will be developed to support the Initiative's mandate in light of sunsetting resources.
Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) ($000) | Planned Spending for 2011-12 ($000) |
---|---|---|---|
Gateways and Corridors | Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund | 944,311 | 373,642 |
Competitiveness Investment | 12,348 | 2,282 | |
Coordination and Management | 6,460 | 0* | |
Fast-Track Process | 2,300 | 0 | |
Total | 965,419 | 375,924 |
Expected Results for 2011-2012:
Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) ($000) | Planned Spending for 2011-12 ($000) |
---|---|---|---|
International Commerce - Managing and delivering commerce services and advice to Canadian business | Marketing the Asia-Pacific Gateway and Corridor Initiative | 7,000 | 0* |
Total | 7,000 | 0 |
Expected Results for 2011-2012:
Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) ($000) | Planned Spending for 2011-12 ($000) |
---|---|---|---|
Marine Container Inspection Operation at Port of Prince Rupert | 28,000 | 0 | |
Total | 28,000 | 0 |
Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) ($000) | Planned Spending for 2011-12 ($000) |
---|---|---|---|
Throughway management | Banff Trans-Canada Highway Twinning | 37,000 | 0 |
Total | 37,000 | 0 |
Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) ($000) | Planned Spending for 2011-12 ($000) |
---|---|---|---|
Business Development and Entrepreneurship | Seizing the Gateway Opportunity | 400 | 0 |
Dredging the Fraser River | 4,000 | 0 | |
Total | 4,400 | 0 |
Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) ($000) | Planned Spending for 2011-12 ($000) |
---|---|---|---|
Skills and Labour Pressure | Asia-Pacific Gateway and Corridor Skills Table | 3,000 | 430* |
Total | 3,000 | 430* |
* The spending amount will increase depending on the approval of additional project concepts.
Expected Results for 2011-2012:
Total Allocation For All Federal Partners (from Start to End Date) ($000) |
Total Planned Spending for All Federal Partners for 2011–12 ($000) |
---|---|
1,045,000* | 376,354 |
Note: *Includes $1,001 million of core Asia-Pacific Gateway and Corridor Initiative funding as well as a transfer of $44 million from the Mountain Pine Beetle Fund to the Asia-Pacific Gateway and Corridor Initiative Transportation Infrastructure Fund.
Results to be achieved by non-federal partners (if applicable): Not Applicable
Contact information:
Paul Sandhar-Cruz
Director, Pacific Gateway Coordination
Transport Canada
Tel: 613-949-0654
E-mail: Paul.Sandhar-Cruz@tc.gc.ca
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 aimed at improving the security of Canada’s marine domain, including territorial waters, and inland waterways, and at Canadian ports. Elements of this initiative include:
Shared outcome(s):
The following are planned shared outcomes and activities in marine security.
Key areas include:
Immediate Outcomes:
Intermediate Outcomes:
Ultimate Outcomes:
Strategic Outcome:
Governance structure(s):
The Government of Canada created the Interdepartmental Marine Security Working Group, 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 Working Group, key departments are responsible for the following:
Transport Canada
The Department leads the Government’s initiatives in marine security, including coordinating policy; chairing the Interdepartmental Marine Security Working Group; managing the Marine Security Coordination Fund; develop regulations in support of marine security initiatives; managing the Marine Security Oversight and Enforcement Program; managing Marine Transportation Security Clearance Program; and participating in the Marine Security Operations Centres.
Fisheries and Oceans Canada/Canadian Coast Guard
The Department contributes to the enhancement of the level of domain awareness within the Canadian Exclusive Economic Zone through increased surveillance activities and the implementation of shore-based Automatic Identification System infrastructure and the development of a long-range vessel tracking capability. As well, the Department increased its level of on-water capability for providing platform support to respond to marine security incidents, and also participates in the Marine Security Operations Centres.
Public Safety Canada
Public Safety Canada is Canada’s lead department for public safety. The Department coordinates efforts with portfolio agencies, federal partners, other levels of government (including international partners) 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
The Agency’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 Agency 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
The Royal Canadian Mounted Police 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.
National Defence
The Department contributes to enhance domain awareness of the strategic high-traffic coastal area. National Defence leads the Coastal Marine Security Operations Centres and participates in a Centre located in the Great Lakes-St. Lawrence Seaway.
Planning Highlights:
Planning highlights for the Marine Security Program in 2011-2012 include:
Federal Partner Program Activity (PA) | Names of Programs for Federal Partner | Total Allocation (from Start to End Date) ($000) |
Planned Spending for 2011-12 ($000) |
---|---|---|---|
Marine Security | Marine Security Coordination Fund | 16,200 | 2,000 |
Oversight and Enforcement | 54,070 | 6,810 | |
Marine Security Policy and Interdepartmental Coordination | 5,000 | 952 | |
Marine Transportation Security Clearance Program | 11,800 | 1,848 | |
Great Lakes/St. Lawrence Seaway Marine Security Operations Centre (design team) | 9,102 | 1,904 | |
Total | 96,172 | 13,514 |
Expected Results for 2011-2012:
Please Note – These performance indicators are under review, with baseline data collection beginning in 2010-2011. The 2011-2012 Departmental Performance Report will reflect this initial data against the revised indicators.
Federal Partner Program Activity (PA) | Names of Programs for Federal Partner | Total Allocation (from Start to End Date) ($000) |
Planned Spending for 2011-12 ($000) |
---|---|---|---|
Safe and Accessible Waterways | Increased On-Water Patrols | 10,000 | 10,000 |
Automatic Identification System and Long Range Identification and Tracking | 27,500 | 4,000 | |
Great Lakes/St. Lawrence Seaway Marine Security Operations Centre (Design Team) | 3,200 | 1,000 | |
Marine Security Enforcement Teams | 12,875 | 12,875 | |
Construction of Mid-Shore Patrol Vessels | 68,500 | 8,000 | |
Increased Surveillance Flights | 7,000 | 7,000 | |
Total | 134,200 | 42,875 |
Expected Results for 2011-2012:
Federal Partner Program Activity (PA) | Names of Programs for Federal Partner | Total Allocation (from Start to End Date) ($000) |
Planned Spending for 2011-12 ($000) |
---|---|---|---|
National Exercise Division | Marine-Based Counter-Terrorism Exercises | 1,000 | 175 |
Great Lakes/St. Lawrence Seaway Marine Security Operations Centre (Design Team) | 1,600 | 326 | |
Total | 2,600 | 501 |
Expected Results for 2011-2012:
During this time period exercise activity focused on the East Coast, specifically Saint John, New Brunswick. An exercise program using a building block approach will prepare the region for a full-scale exercise anticipated to occur in 2011-2012 timeframe involving the cruise ship business sector. To date an information session, workshop and tabletop exercise have been delivered. Participating organizations included: Cruise line, Port Authority, Municipal, Provincial and federal organizations. The Scenario addressed safety and security aspects including the exchange of information amongst the partners.
Federal Partner Program Activity (PA) | Names of Programs for Federal Partner | Total Allocation (from Start to End Date) ($000) |
Planned Spending for 2011-12 ($000) |
---|---|---|---|
Risk Assessment | Radiation Detection Equipment Initiative |
5,538 |
|
Passenger and Crew Screening Initiative | 813 | ||
Enforcement | Radiation Detection Equipment Initiative | 4,454 | |
Passenger and Crew Screening Initiative | 1,265 | ||
Cruise Ship Inspections | 19 | ||
Facilitated Border | Passenger and Crew Screening Initiative | 757 | |
Cruise Ship Inspections | 95 | ||
Conventional Border | Passenger and Crew Screening Initiative | 3,089 | |
Cruise Ship Inspections | 4,276 | ||
Internal Services | Radiation Detection Equipment Initiative | 326 | |
Passenger and Crew Screening Initiative | 850 | ||
Cruise Ship Inspections | 195 | ||
Total | Radiation Detection Equipment Initiative | 37,058 | 5,034 |
Passenger and Crew Screening Initiative | 46,087 | 6,770 | |
Cruise Ship Inspections | 30,650 | 4,585 | |
Total | 113,795 | 16,389 |
Expected Results for 2011-2012:
Federal Partner Program Activity (PA) | Names of Programs for Federal Partner | Total Allocation (from Start to End Date) ($000) |
Planned Spending for 2011-12 ($000) |
---|---|---|---|
Marine Security | National Ports Project | 10,461 | 1,029 |
National Port Enforcement Teams | 31,230 | 4,440 | |
Marine Security Emergency Response Team Training | 5,040 | 560 | |
Marine Security Emergency Response Teams Re-profiled funding carried forward to 2007-2008 | 43,920 | 5,630 | |
Forensic Identification | Marine Transportation Clearance Program | 2,520 | 180 |
Marine Security | Great Lakes/St. Lawrence Seaway Marine Security Operations Centre (interim) | 22,766 | 8,527 |
National Waterside Security Coordination Team | 6,483 | 839 | |
Marine Security Enforcement Teams | 41,184 | 6,312 | |
Public Works and Government Services Canada Accommodations | 7,065 | 490 | |
Total | 170,669 | 28,007 |
Expected Results for 2011-2012:
Federal Partner Program Activity (PA) | Names of Programs for Federal Partner | Total Allocation (from Start to End Date) ($000) |
Planned Spending for 2011-12 ($000) |
---|---|---|---|
Generate and Sustain Integrated Forces – Generate and Sustain Forces Capable of Maritime Effects – Operational Units | Coastal Marine Security Operations Centres | 165,000* | 22,450* |
Interdepartmental Maritime Integrated Command Control and Communication | 17,000 | 135 | |
Conduct Operations – Domestic and Continental Operations – Conduct Ongoing Operations and Services to Canadians | Increased On-Water Presence/ Coordination | 5,000 | 5,000 |
Total | 187,000* | 27,585* |
* approximate amounts
Expected Results for 2011-2012:
Total Allocation For All Federal Partners (from Start to End Date) ($000) |
Total Planned Spending for All Federal Partners for 2011-12 ($000) |
---|---|
555,056 | 107,344 |
Results to be achieved by non-federal partners (if applicable): Not Applicable
Contact information:
Susan Archer
Chief, Marine Security Policy
Interdepartmental Marine Security Working Group
Marine Security, Transport Canada
Tel: 613-949-1437
E-mail: susan.archer@tc.gc.ca
Audit and Advisory Services has developed an audit plan for 2010-2011 to 2012-2013, which was approved by the Audit Committee in June 2010. The audit plan is reviewed yearly, which may result in revisions, updates or changes as required or requested by the Audit Committee. Potential internal audits are identified based on a detailed assessment of risks and controls and take into account external audits conducted by the Office of the Auditor General, the Office of the Comptroller General, and the Public Service Commission. Internal audits examine issues related to governance, risk management and controls in support of the Department’s strategic outcomes, programs, activities and management processes. As per the Policy on Internal Audit, audit reports are posted on Transport Canada’s website, subject to the provisions of the Access to Information Act and the Privacy Act.
Name of Internal Audit | Internal Audit Type | Status | Expected Completion Date |
---|---|---|---|
Aviation Security Regulatory Oversight | Assurance | In progress | January 2011 |
Marine Safety Delegation of Authority | Assurance | In progress | March 2011 |
Financial Controls - Procurement | Assurance | In progress | March 2011 |
Information Management and Information Technology Project Management Lifecycle | Assurance | In progress | June 2011 |
Name of Internal Audit | Internal Audit Type | Status | Expected Completion Date |
---|---|---|---|
Follow-up Audit of Vehicle Fleet Management Within Transport Canada | Assurance | Planned | April 2011 |
Financial Controls – Capital Assets | Assurance | Planned | October 2011 |
Financial Controls - Payrolls | Assurance | Planned | To be confirmed |
Post-Implementation Audit of the Program Centre of Excellence | Assurance | Planned | To be confirmed |
Values and Ethics | Assurance | Planned | To be confirmed |
Name of Internal Audit | Internal Audit Type | Status | Expected Completion Date |
---|---|---|---|
Financial Management Governance | Assurance | Planned | To be confirmed |
Management Control Framework Aviation Safety Oversight | Assurance | Planned | To be confirmed |
Management Control Framework of Marine Security | Assurance | Planned | To be confirmed |
Future internal audit activities for 2011-2012 and 2012-2013 including specific audit activities, objectives, scope and issues will be identified in consultation with program and senior management, as well as through a reassessment of risk factors.
Name of Evaluation | Program Activity | Status | Expected Completion Date |
---|---|---|---|
Marine Safety Regulations Framework and Oversight | Cluster evaluation - A-base funding | In Progress | November 2010 |
Rail Passenger Services Stewardship | Cluster evaluation - A-base funding and a contribution program | In Progress | November 2010 |
Civil Business Aviation Association Continuing Program | Contribution program | In Progress | November 2010 |
Horizontal Evaluation of Clean Transportation Theme | Cluster evaluation - A-base funding | In Progress | November 2010 |
Transportation of Dangerous Goods | Cluster evaluation - A-base funding | In Progress | March 2011 |
Airport Infrastructure Programs | Cluster evaluation - A-base funding and a contribution program | In Progress | March 2011 |
Road Safety – Regulatory Framework, Oversight and Outreach | Cluster evaluation - A-base funding | In Progress | March 2011 |
Air Cargo Security – Economic Action Plan Funding | Major crown project | In Progress | March 2011 |
Case Studies of Railway Stimulus Funding Projects | Contribution program | In Progress | March 2011 |
Environmental Stewardship Program Activity | Cluster evaluation - A-base funding | In Progress | March 2011 |
Grant to the Province of British Columbia for the Provision of Ferry Services | Grant | Planned | March 2011 |
Rail Safety Regulatory Framework and Oversight | Cluster evaluation - A-base funding | Planned | March 2012 |
Name of Evaluation | Program Activity | Status | Expected Completion Date |
---|---|---|---|
Evaluation of the Transportation Association of Canada Multi-Year Transfer Payment Program | Contribution program | Planned | March 2012 |
Evaluation of Transportation Innovation Program Activity | Cluster evaluation - A-base funding and a contribution program | Planned | March 2012 |
Evaluation of Clean Water from Transportation as part of the Evaluation of the Health of Oceans led by Fisheries and Oceans Canada | A-base funding | Planned | March 2012 |
Evaluation of Moving on Sustainable Transportation Program | Contribution program | Planned | March 2012 |
Blue Sky International Air Transportation Policy | Policy evaluation | Planned | March 2012 |
Marine Security Coordination, Regulation and Oversight | Cluster evaluation - A-base funding | Planned | March 2012 |
Surface and Intermodal Security | Cluster evaluation - A-base funding | Planned | March 2012 |
Evaluation of the Gateways and Border Crossings Fund | Contribution program | Planned | March 2013 |
Evaluation of Marine Infrastructure Programs | Cluster evaluation - A-base funding | Planned | March 2013 |
Evaluation of Port Operations | Contribution program | Planned | March 2013 |
Evaluation of Aviation Safety Regulatory Framework and Oversight | A-base funding | Planned | March 2013 |
Evaluation of Aviation Security Program Activity | Cluster evaluation - A-base funding and a contribution program | Planned | March 2013 |
Name of Evaluation | Program Activity | Status | Expected Completion Date |
---|---|---|---|
Evaluation of the Labrador Coast Airstrips | Contribution program | Planned | March 2013 |
Evaluation of Federal Bridge Stewardship | Contribution program | Planned | March 2013 |
Evaluation of the Administrative Aspect of Delivering Infrastructure Projects | A-base funding | Planned | March 2013 |
Contribution in Support of Boating Safety | Contribution program | Planned | March 2013 |
Evaluation of Rail Safety Outreach | Cluster evaluation - 3 contribution programs | Planned | March 2013 |
Evaluation of Motor Carrier Safety Program | Cluster evaluation - 2 contribution programs | Planned | March 2013 |
Navigable Waters Protection | A-base funding | Planned | March 2014 |
Aviation Security – Regulatory Framework and Oversight | Cluster evaluation - A-base funding | Planned | March 2014 |
Airports Capital Assistance Program | Contribution program | Planned | March 2014 |
Airport Policing Assistance | Contribution program | Planned | March 2014 |
Outaouais Roads Agreement | Contribution program | Planned | March 2014 |
Gateways and Border Crossings Fund | Contribution program | Planned | March 2014 |
Electronic link to evaluation plan: Evaluation and Advisory Services’ five-year Departmental Evaluation Plan from 2009-2010 to 2013-2014 is available on the Department’s website.
Program Activity | Forecast Revenue 2010-11 [1] |
Planned Revenue 2011-12 |
Planned Revenue 2012-13 |
Planned Revenue 2013-14 |
---|---|---|---|---|
Transportation Infrastructure | ||||
Airport Authorities – Lease payments [2] | 7,323 | 7,323 | 7,323 | 7,323 |
Public Port Revenues from User Fees and Wharf Permits | 7,890 | 8,065 | 8,149 | 8,171 |
Rentals and Concessions | 6,970 | 6,682 | 6,406 | 6,486 |
Airport revenues from User Fees and Service Contracts | 5,579 | 5,637 | 5,685 | 5,742 |
Sales and Training | 112 | 113 | 114 | 114 |
Inspections and Certifications | 8 | 8 | 8 | 8 |
Miscellaneous | 134 | 130 | 130 | 130 |
Subtotal | 28,016 | 27,958 | 27,815 | 27,974 |
Transportation Innovation | ||||
Research and Development | 261 | 276 | 276 | 276 |
Aviation Safety | ||||
Aircraft Maintenance and Flying Services | 34,948 | 32,855 | 32,855 | 32,855 |
Canadian Aviation Regulation User Fees | 7,742 | 8,138 | 8,133 | 8,133 |
Inspections and Certifications | 1,203 | 323 | 323 | 323 |
Sales and Training | 468 | 816 | 816 | 816 |
Rentals and Concessions | 2,242 | 266 | 266 | 266 |
Subtotal | 46,603 | 42,398 | 42,393 | 42,393 |
Marine Safety | ||||
Marine Safety Regulation User Fees | 7,147 | 7,136 | 7,035 | 6,937 |
Inspections and Certifications | 2 | 2 | 2 | 2 |
Sales and Training | 1 | 1 | 1 | 1 |
Subtotal | 7,150 | 7,139 | 7,038 | 6,940 |
Rail Safety | ||||
Inspections and Certifications | 110 | 118 | 118 | 118 |
Road Safety | ||||
Revenues from the Registrar of Imported Vehicles Program | 5,250 | 3,500 | 3,500 | 3,500 |
Lease Payments from the Motor Vehicle Test Centre | 200 | 155 | 155 | 155 |
Subtotal | 5,450 | 3,655 | 3,655 | 3,655 |
Internal Services | ||||
Rentals and Concessions | 273 | 283 | 541 | 541 |
Air Services Forecast Revenues | 317 | 350 | 350 | 350 |
Miscellaneous | 300 | 530 | 530 | 530 |
Subtotal | 890 | 1,163 | 1,421 | 1,421 |
Total Respendable Revenue | 88,480 | 82,706 | 82,716 | 82,777 |
Program Activity | Forecast Revenue 2010-11 [1] |
Planned Revenue 2011-12 |
Planned Revenue 2012-13 |
Planned Revenue 2013-14 |
---|---|---|---|---|
Transportation Infrastructure | ||||
Canada Port Authority stipends | 13,903 | 14,688 | 15,549 | 16,570 |
Hopper cars (lease and damage settlements) | 14,500 |
12,000 | 15,000 | 15,000 |
Non - navigational assets - St. Lawrence Seaway | 7,692 | 7,861 | 8,042 | 8,211 |
Royalties from Research and Development | 13 | 13 | 13 | 13 |
Airport rent revenues [2] | 248,325 |
267,130 | 282,022 | 284,602 |
Total Non-respendable Revenue | 284,433 | 301,692 | 320,626 | 324,396 |
Total Respendable and Non-respendable Revenue | 370,619 | 384,398 | 403,342 | 407,173 |
Due to rounding, columns may not add to total shown.
[1] Reflects best forecast of planned spending to the end of the fiscal year based on actual information at November 30, 2010.
[2] Starting in 2010-2011, the majority of revenue from airport lease payments was deposited directly in to the Consolidated Revenue Fund instead of being treated as respendable revenue.
The Canada-United States Bi-National Transportation Partnership that is planning the new Detroit River International Crossing, is composed of:
The project is a United States/Canadian, Interstate 75 to Highway 401, end-to-end solution consisting of five components: a new international crossing; the Canadian customs plaza; the United States border inspection plaza; the interchange between the United States bridge/plaza and Interstate 75; and the highway connector between Canadian bridge/plaza and Highway 401.
It is the Partnership’s intention to seek a public-private partnership for the bridge and plaza portion of project.
The Bridge
The new Detroit River crossing will be a six-lane bridge that will provide three Canada-bound lanes and three United States bound lanes. The new crossing will accommodate future travel demand, both in terms of meeting capacity and providing flexibility to stream traffic on the crossing to improve border process (e.g. designated Nexus/fast lane).
The new crossing will be constructed to link inspection plazas on the Canadian and United States sides of the Detroit River, and will be a key component of the new end-to-end transportation system that will link the existing Highway 401 to the United States Interstate system. The crossing will consist of both a main bridge that will span the width of the Detroit River and designed to provide navigational clearances that meet United States and Canadian requirements, and approaches to the main bridge that will connect to plazas in both Canada and the United States.
Selection of the bridge type will be made during subsequent design phases of this project. Neither bridge type requires piers to be placed in the Detroit River.
Customs Plaza
In Canada, border inspection plaza alternatives were developed in consideration of the need to provide improved border processing facilities to meet future travel demand and security requirements at the border crossing. The new plaza will be designed to serve the future (2035 and beyond) travel demands at the border crossing. Initial construction of the plaza may not include the fully developed plaza, as the plaza may be developed in stages. The initial construction of the plaza will be such that future expansion will be possible by way of constructing additional inspection or tollbooths.
The plaza was developed in consultation with Canada Border Services Agency and provides sufficient area for primary inspection lane booths and on-site secondary inspection of people and goods. The plaza alternative also allows for dedicated Nexus and fast lanes and provides for a substantial improvement of border crossing processing capabilities.
The plaza will be situated within the Brighton Beach Industrial Park; bounded by the Detroit River, Chappus Street, Ojibway Parkway and Broadway Street. The plaza includes: total plaza area of 202 acres (72.8 hectares); total of 29 inbound inspection lanes; total of 103 secondary inspection parking spaces for commercial vehicles; nine toll collection lanes; and storm water management features to control quality and quantity of runoff rain water.
Ontario Access Road
The new access road will be a controlled access highway connection approximately 11 kilometres long located between the Border Services Plaza and the provincial highway network. The connection is a six-lane urban freeway involving interchanges, grade separations, road closings and the use of service roads. The connection includes a combination of below-grade, at-grade, and above-grade segments and eleven short-tunnelled (or covered) sections. The width of the right-of-way varies and where possible, existing rights-of way will be utilized. Along the corridor, the maximum width of the new right-of-way, not including the existing right-of way, is approximately 300 meters.
Ontario is responsible for the delivery of the Windsor-Essex Parkway, which will connect Highway 401 with the new border inspection plaza and bridge. The province is in the midst of the procurement process and on October 8, 2009, announced a shortlist of three qualified bidders to move to the request-for-proposal stage.
The Rationale for the Project:
Windsor-Detroit is the busiest land border crossing in North America:
On December 3, 2009, the federal environmental assessment for the new bridge, customs plaza and access road to the bridge, the Windsor-Essex Parkway, was approved. The Province of Ontario commenced some advance construction of the Windsor-Essex Parkway in early 2010, while also advancing its procurement process for the remainder of the Parkway project.
Lead Department | Transport Canada |
---|---|
Contracting Authority | Deloitte |
Participating Departments | Canada Border Services Agency, Public Works and Government Services Canada, Fisheries and Oceans Canada, and Environment Canada |
Prime Contractor | Deloitte 181 Bay Street, Suite 1100 Toronto, Ontario M5J 2V1 Canada Tel: 416-643-8382 Fax: 416-601-6690 |
---|---|
Major Subcontractors |
Investment Grade Traffic & Revenue Forecast Air Quality Advisor Cost Consultant Bridge Technical Advisor |
List of Major Milestone | Date |
---|---|
1. Environmental assessment launched with 15 options considered | February 2005 |
2. Options narrowed to 3 potential crossing locations, 3 potential plaza locations and 5 potential access road designs | March 2006 |
3. Announcement of the technically preferred Ontario Access Road | May 1, 2008 |
4. Announcement of the technically and environmentally preferred alternative for the crossing and plaza locations | June 18, 2008 |
5. United States Final Environmental Impact Statement published for final comment | December 5, 2008 |
6. Final Ontario Environmental Assessment Report submitted to the Ontario Ministry of the Environment / Canadian Environmental Assessment Final Screening Report submitted to the Canadian Environmental Assessment Agency | December 31, 2008 |
7. United States Record of Decision | January 14, 2009 |
8. Approval of Ontario’s Environmental Assessment | August 24, 2009 |
9. Approval of Federal Environmental Assessment | December 3, 2009 |
The Project is designed to achieve the following substantive objectives:
In pursuing the above objectives, the assessment and management of procurement options are to respect the following process objectives:
Work with our United States, Michigan and Ontario partners on the development of the new Windsor-Detroit bridge crossing significantly advanced with the approval of the environmental assessments in both countries, enabling the partnership to proceed with project procurement and construction. To support project implementation, Michigan issued a Request for Expressions of Interest and received significant positive responses from the private sector expressing interest in participating in a public-private partnership arrangement. As well, an investment grade traffic and revenue forecast was undertaken that concluded there was sufficient traffic to support a new crossing as truck volumes are expected to triple and vehicle volumes to double over the next thirty years. Transport Canada also commenced property acquisition with willing sellers and concluded an agreement with the City of Windsor totaling $34 million that encompasses the majority of the properties needed for construction of the border inspection plaza and bridge. Transport Canada continues to acquire property on a willing-buyer, willing-seller basis.
The investment in new border infrastructure will result in a number of positive economic impacts. Recently conducted studies concluded that the direct and indirect (e.g. materials, equipment, services, etc.) impacts of the entire border infrastructure project will lead to the creation of approximately 23,000 jobs; including approximately 13,000 direct, and 10,000 indirect employment opportunities. This is particularly noteworthy in that Statistics Canada has reported that the Windsor-Essex region has maintained one of the highest unemployment rates in Canada. Ancillary benefits of these jobs are expected to result in increases in consumer spending, as personal income and company profits improve in the region.
Additionally, the project will provide significant opportunities for local businesses to participate in construction related aspects of the project’s implementation.
Transportation
The vast majority, 62 percent, of Canadian and United States bi-lateral trade crosses our shared border by land. Each day, almost 36,000 trucks cross the Canada-United States border, close to one-third (12,000 trucks) of those at Windsor-Detroit. This project will improve not only the efficiency of the border crossing in the region, but will also provide direct highway connections, thereby reducing costs associated with shipping, and greenhouse gas emissions and other pollutants resulting from idling vehicles.
Over the next 30 years, trade between Canada and the United States is projected to increase. Under high-growth scenarios, cross-border traffic demand could exceed the capacity of the present border crossings in the Detroit River area as early as 2015.
Economic
Given the significant interdependency of the Canadian and American economies, there is nothing more important to exporters and importers on both sides of the border than being able to ensure that traffic at the border flows efficiently and that the international supply chain remains strong.
Businesses from coast-to-coast in Canada and the United States depend on a reliable and secure transportation network. Manufacturing production depends heavily on the fast and predictable trucking of components, parts and finished products across the border, particularly between Windsor-Detroit.
It is estimated that the direct and indirect impact of the entire border infrastructure project on the province’s Gross Domestic Product will be $1.6 billion. In addition, utilizing Ontario’s two-thirds attribution ratio, it is expected that approximately 15,000 total jobs will occur in the Windsor-Essex Region, while contributing an estimated $587 million to the Gross Domestic Product of the Windsor-Essex region.
Security
The Bi-national Partnership is working with border inspection agencies in both countries to ensure that the proposed border processing facilities meet future travel demand and their security requirements at the border crossing. The plazas will be designed to serve future (2035 and beyond) travel demands. These new plazas are being developed in consultation with the Canada Border Services Agency and the United States Department of Homeland Security, Customs and Border Protection Branch, to provide sufficient areas for primary inspection-lane booths and on-site secondary inspection of people and goods. The plaza designs will allow for dedicated Nexus and fast lanes and will provide for a substantial improvement of border processing capabilities including areas for permanent gamma ray inspection equipment.
With almost $2 billion (Canadian dollars) daily in cross-border trade with the United States, keeping the trade system open and flowing efficiently is critical to ensuring both countries economic prosperity. It is equally critical to protect the border against potential threats to our health, security and economy. Redundant infrastructure will help keep the border open in case of incidents at other crossings.
[1] As defined in the Policy on the Management of Projects
[2] As defined in the Policy on the Management of Major Crown Projects
Program Activity | Forecast Spending 2010-11 |
Planned Spending 2011-12 |
Planned Spending 2012-13 |
Planned Spending 2013-14 |
---|---|---|---|---|
Transportation Marketplace Frameworks | ||||
Gateways and Corridors [1] | 6.0 | 29.5 | 138.0 | |
Transportation Infrastructure | 27.1 | 39.2 | 24.8 | 13.4 |
Transportation Innovation | 0.2 | 0.2 | 0.2 | |
Clean Air from Transportation | 0.2 | |||
Clean Water from Transportation | 0.5 | |||
Environmental Stewardship of Transportation | 0.5 | |||
Aviation Safety | 7.8 | 5.7 | 19.5 | 27.6 |
Marine Safety | 2.2 | 0.8 | 0.6 | 0.2 |
Rail Safety | 1.6 | |||
Road Safety | 12.6 | 3.2 | 1.6 | 4.3 |
Transportation of Dangerous Goods | 0.2 | 0.2 | ||
Aviation Security | 1.6 | 1.2 | ||
Marine Security | 0.2 | |||
Surface and Intermodal Security | 0.7 | |||
Internal Services | 29.1 | 19.3 | 20.7 | 21.9 |
Total | 89.6 | 100.2 | 205.4 | 67.4 |
[1] Spending in this Program Activity is mainly related to the new Detroit River International Crossing.