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AgriInsurance (AI)
AgriInvest
AgriRecovery - Agricultural Disaster Relief Program (ADRP)
AgriStability
Canadian Agricultural Skills Service (CASS)
MOU with Canadian Food Inspection Agency (CFIA) on Food Safety System Recognition
Co-operatives Secretariat (Co-operative Development Initiative)
AAFC-Department of Foreign Affairs and International Trade (DFAIT) Memorandum of Understanding (MOU) on Agri-Food Specialists Positions Abroad
Farm Business Services
Rural Development
Name of Horizontal Initiative: AgriInsurance (AI)
Name of Lead Department(s): Agriculture and Agri-Food Canada (AAFC)
Lead Department Program Activity: Business Risk Management (BRM)
Start Date of the Horizontal Initiative: April 1, 2008
End Date of the Horizontal Initiative: March 31, 2012
Total Federal Funding Allocation (start to end date): $1.6 B
Description of the Horizontal Initiative (including funding agreement):
AI includes the Production Insurance program which will aim to reduce the financial impact on producers of production losses caused by uncontrollable natural perils.
Shared Outcome(s):
Expand production loss protection to a broader range of agricultural products to further reduce the need for ad hoc compensation.
Governance Structure(s):
AI is a provincial-territorial program to which the federal government contributes financially under the federal-provincial-territorial Growing Forward Agreement. Governance structure includes various national standards outlined in federal Production Insurance Regulations and federal-provincial-territorial committees (AgriInsurance and Business Risk Management Working Groups as well as Policy Assistant Deputy Ministers).
Federal Partners | Federal Partner Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | Planned Spending for 2008-09 |
Actual Spending for 2008-09 |
Planned Results for 2008-09 | Results Achieved in 2008-09 |
---|---|---|---|---|---|---|---|
AAFC | BRM | AgriInsurance | $1.6 B
2008-09 to |
$388.7 M | $549.9 M | Increased number of new programs and options available to farmers, including new plans for horticulture and livestock sectors. Increased producer participation in provinces and territories that have amended existing plans and that are implementing new plans and options. | The number of new programs increased by 13 and there are 19 more options available to farmers.
The total coverage increased by $2.2 B and the acres insured increased by 3.4 M in provinces that have amended existing plans and/or are implementing new plans and options. |
Total $1.6 B |
Total $388.7 M |
Total $549.9 M |
Note: Planned spending figures represent the amounts included in Main Estimates. It does not include any additional amounts that may be brought into the Department's reference levels.
Comments on Variances:
The increase in grant and contribution payments is as result of the substantial increase in premiums caused by the increase in grain prices which are reflected in the insurable values.
Results to be Achieved by Non-federal Partners (if applicable):
Planning and developments are done jointly with the provinces. Therefore, the expected results are the same, but the achieved results will vary by province.
Contact Information:
Sheldon Friesen
A/Director
Production Insurance and Risk Management Division
Farm Financial Programs Branch
613-773-2068
Name of Horizontal Initiative: AgriInvest (Statutory)
Name of Lead Department(s): Agriculture and Agri-Food Canada (AAFC)
Lead Department Program Activity: Business Risk Management (BRM)
Start Date of the Horizontal Initiative:
Agreements were signed with the provinces December 6, 2007, to implement the program for the 2007 program year.
End Date of the Horizontal Initiative:
AgriInvest is statutory and ongoing; however, the current policy and program authorities expire March 31, 2012.
Total Federal Funding Allocation (start to end date):
As the program is statutory and demand-driven, it is only possible to provide an estimate of the total cost of the program. The current estimate is that it will cost $847.1 M over five years (2007-08 to 2011-12 fiscal years).
Description of the Horizontal Initiative (including funding agreement):
AgriInvest allows producers to self-manage, through producer-government savings accounts, the first 15 per cent of their margin losses for a production year and/or make investments to reduce on-farm risks or increase farm revenues. Under the program, annual producer deposits of up to 1.5 per cent of their allowable net sales are matched by government deposits. Government deposits are cost-shared 60:40 by federal and provincial governments. In combination with the AgriStability program, AgriInvest is the successor to the Canadian Agricultural Income Stabilization (CAIS) program. AgriInvest replaces coverage for smaller income declines while AgriStability assists producers in managing larger losses.
AgriInvest provides producers with a secure, accessible, predictable, and bankable source of income assistance to address small drops in farm income and manage on-farm risks.
Authorities for the program include Section 4 of the Farm Income Protection (FIPA), as well as “Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy” and “Federal / Provincial / Territorial Agreement with Respect to AgriStability and AgriInvest”.
The program links to the new, 2009-10 departmental strategic outcome of “a competitive agriculture, agri-food and agri-based products sector that proactively manages risk” and the Government of Canada’s outcome of “Strong Economic Growth.”
AgriInvest in Quebec (La Financière agricole du Québec)
Shared Outcome(s):
To mitigate the impacts of smaller income losses through the availability of timely and predictable funds.
Governance Structure(s):
The AgriInvest program is part of the comprehensive Growing Forward agricultural policy framework developed by federal, provincial and territorial Ministers of Agriculture, and falls under the BRM priority. Program costs, including program payments and administrative costs, are cost shared by the federal government and the provinces on a 60:40 basis, respectively.
The AgriInvest program is delivered in Alberta, British Columbia, Saskatchewan, Manitoba, Ontario, New Brunswick, Nova Scotia, Newfoundland and Labrador, Prince Edward Island and Yukon by the federal government. Governments are currently working with financial institutions to set up the infrastructure necessary for them to establish and hold AgriInvest accounts. In Quebec, the AgriInvest program is delivered provincially by La Financière agricole du Québec.
Like the other BRM programs, the governance structure for the program consists of working groups and committees, including the federal-provincial-territorial (FPT) BRM Working Group and FPT Administrators Working Group, as well as the National Program Advisory Committee (NPAC) which includes FPT and industry representatives. These groups examine BRM policy and program issues and, as requested, develop options to be brought forward to senior management, including FPT Assistant Deputy Ministers (ADMs), Deputy Ministers and Ministers. NPAC provides advice through FPT ADMs.
Federal Partners | Federal Partner Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | Planned Spending for 2008-09 |
Actual Spending for 2008-09 |
Planned Results for 2008-09 | Results Achieved in 2008-09 |
---|---|---|---|---|---|---|---|
AAFC | BRM | AgriInvest | $847.1 M (for fiscal years 2007/08 to 2011/12) |
$170.5 M | $197.4 M | Reduce producers income loss through participation in BRM programs | As of March 31, 2009, approximately $525 M has been made available to producer to seed their AgriInvest accounts through the federal Kickstart initiative. As of this date, approximately $291 M had been withdrawn and $234 M remained in accounts for producers to access when needed to address small income losses and to invest in their farming operations. On March 31, 2009, federal program administrators began mailing out letters notifying participants of their benefits under 2007 AgriInvest, their total account balances and how to access the funding in their accounts. Work continues toward full implementation of AgriInvest, where producer deposits and government contributions will be held by financial institutions for the 2009 program year. |
Total: $847.1 M (See note) |
Total: $170.5 M (See note) |
Total: $197.4 M |
Note:
Planned spending figures represent the amounts included in Main Estimates. Spending reflects all costs incurred by the department (salary, operating, transfer payments). See also the related horizontal initiative on AgriStability, AgriInsurance, and AgriRecovery.
Comments on Variances:
AgriInvest is demand-driven, rather than being funded from a set allocation for each fiscal year. Although the administrative costs of the program remain relatively constant, the variance of the year-to-year grant and contribution payments is directly related to both participation and commodity prices, as producer deposits and government contributions are based on a percentage of their income generated from the sale of commodities for a production year.
The variance between planned and actual spending for 2008-09 can be largely attributed to an increase in the value of grains and oilseeds for the 2007 production year, which resulted in higher than anticipated allowable net sales.
A performance measurement framework is in place for the new BRM suite, which includes performance indicators and targets. Federal and provincial governments are now working to collect the information necessary for reporting and expect to be ready to report on the performance of the new suite of programs in early 2010.
Results to be Achieved by Non-federal Partners (if applicable):
Coordination of program oversight and delivery with the federal government will ensure that the program is delivered consistently across provinces and that program objectives and reporting requirements are met.
Contact Information:
Danny Foster
Director General
BRM Program Development
613-773-2100
Name of Horizontal Initiative: AgriRecovery - Agricultural Disaster Relief Program (ADRP)
Name of Lead Department(s): Agriculture and Agri-Food Canada (AAFC)
Lead Department Program Activity: Business Risk Management (BRM)
Start Date of the Horizontal Initiative:
On December 6, 2007, program authorities were obtained to implement the ADRP under the AgriRecovery disaster relief framework beginning with the 2007-08 fiscal year.
End Date of the Horizontal Initiative:
Program authorities for the ADRP expire on March 31, 2011.
Total Federal Funding Allocation (start to end date):
Authorities for the program consist of $440.7 M over four years (2007-08 to 2010-11 fiscal years). This funding is sourced from the $500 M per year in incremental funding for agriculture established in the 2006 federal budget.
Description of the Horizontal Initiative (including funding agreement):
AgriRecovery facilitates the process for federal, provincial and territorial governments to provide short-term, timely assistance to help producers quickly re-establish their income stream and contain the long-term impacts after a small- to mid-size disaster (e.g. disease, pest, weather). Programs under AgriRecovery are developed on a case-by-case basis after an assessment is completed and it is determined that there is need for assistance not covered by existing programs, such as AgriInvest, AgriStability and AgriInsurance.
Under AgriRecovery, the ADRP helps focus the coordination effort, providing fast-tracked programs of up to $20 M (up to $122.6 M per fiscal year) to quickly fund initiatives under AgriRecovery. Programming not eligible under the ADRP may still utilize the AgriRecovery framework and approval from Treasury Board would be required.
Authorities for the program include sub-section 12(5) of the Farm Income Protection Act (FIPA), as well as various agreements for individual programming developed under AgriRecovery. The program links to the Security of the Food System Strategic Outcome in the 2008-09 Program Activity Architecture (and to the new, 2009-10 departmental strategic outcome of a competitive agriculture, agri-food and agri-based products sector that proactively manages risk) and the Government of Canada’s outcome of Strong Economic Growth.
Links to the federal AgriRecovery Website
Shared Outcome(s):
Reduce the economic impact of catastrophic natural disasters on producers through timely assistance not otherwise provided by other programs.
Governance Structure(s):
The AgriRecovery framework, including the ADRP, is part of the comprehensive Growing Forward policy framework developed by federal, provincial and territorial Ministers of Agriculture, and falls under the Business Risk Management priority. Under the ADRP, program costs, including program payments and administrative costs, are expected to be cost-shared by the federal government and the provinces on a 60:40 basis, respectively. For AgriRecovery programming outside the ADRP, funding options are negotiated with the provinces on a case-by-case basis.
Like the other BRM programs, the governance structure for the program consists of working groups and committees, including the federal-provincial-territorial (FPT) BRM Working Group and FPT Administrators Working Group, as well as the National Program Advisory Committee (NPAC) which includes FPT and industry representatives. These groups examine BRM policy and program issues and, as requested, develop options to be brought forward to senior management, including FPT Assistant Deputy Ministers (ADMs), Deputy Ministers and Ministers. NPAC provides advice through FPT ADMs.
Specific to AgriRecovery and the ADRP are FTP Task Teams, which are initiated on a case-by-case basis when requested to analyze a disaster and its impacts and, if needed, develop options for an individual disaster assistance program to be brought forward to participating FTP Ministers.
Federal Partners | Federal Partner Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | Planned Spending for 2008-09 |
Actual Spending for 2008-09 |
Planned Results for 2008-09 | Results Achieved in 2008-09 |
---|---|---|---|---|---|---|---|
AAFC | BRM | AgriRecovery (including the ADRP) | $440.7 M ($72.9 M for FY 2007/08 and $122.6 M per year for FYs 2008/09 to 2010/11) | $122.6 M | $56.3 M (see Comments on Variance) | Reduce producers income loss through participation in BRM programs | The ADRP has demonstrated its flexibility and ability to meet the objectives of providing timely assistance to minimize/contain the impacts of disasters on agricultural producers, address disaster-specific costs and losses not covered by other government programs and help farming operations return to business operations more quickly.
During the 2008-09 fiscal year, AgriRecovery was utilized by federal and provincial governments to respond to six disasters, including the Duponchelia moth in Ontario, Golden Nematode in Alberta, Bovine Tuberculosis in British Columbia, drought in areas of Saskatchewan and Manitoba and flooding in Manitoba and Prince Edward Island. |
Total: $440.7 M (See note 1 and 2) | Total: $122.6 M | Total: $56.3 M (see Comments on Variance) |
Notes:
Comments on Variances:
Actual spending for 2008-09 includes total spent for completed programs (Duponchelia, Alberta Potatoes and Bovine TB) and the full funding for programs which have had their unspent funding put into Payables at Year End (PAYE) accounts (Manitoba Forage, Manitoba Forage Restoration and Feed Assistance, PEI Potatoes, and Saskatchewan Drought). Actual spending for all programs to date is estimated at $19.2 M, the rest is currently in PAYE accounts. Actual spending is approximately one-half of the planned spending. This is due to the unpredictable nature of both the occurrence and scope of agricultural disasters.
A performance measurement framework is in place for the new BRM suite, which includes performance indicators and targets. Federal and provincial governments are now working to collect the information necessary for reporting and expect to be ready to report on the performance of the new suite of programs in early 2010.
Results to be Achieved by Non-federal Partners (if applicable):
Joint planning and execution (federally and provincially) will be undertaken so that results are consistent.
Contact Information:
Danny Foster
Director General
BRM Program Development
613-773-2100
Name of Horizontal Initiative: AgriStability (Statutory)
Name of Lead Department(s): Agriculture and Agri-Food Canada (AAFC)
Lead Department Program Activity: Business Risk Management (BRM)
Start Date of the Horizontal Initiative:
Agreements were signed with the provinces December 19, 2007, to implement the program for the 2007 program year.
End Date of the Horizontal Initiative:
AgriStability is statutory and ongoing; however, the current policy and program authorities expire March 31, 2012.
Total Federal Funding Allocation (start to end date):
As the program is statutory and demand-driven, it is only possible to provide an estimate of the total cost of the program. The current estimate is that it will cost $3,189 M over five fiscal years (2007-08 to 2011-12 fiscal years).
For the period of 2007-2008, the funding in the amount of $607.5 M pertains to the Canadian Agriculture Income Stabilization (CAIS) program which preceded AgriStability.
Description of the Horizontal Initiative (including funding agreement):
AgriStability is one of the four core pillars that make up the Business Risk Management Suite under Growing Forward.
AgriStability is a margin-based program that provides support when a producer experiences larger farm income losses, which are drops in their margin (eligible farm income, less eligible farm expenses), for the program year of more than 15 per cent of the producer's average margin from previous years (i.e., their reference margin). Thus a payment is triggered under the program when a producer’s program year margin drops below 85 per cent of the reference margin. AgriStability also includes coverage for negative margins, as well as mechanisms to advance a participant a portion of their expected payment during the year when a significant decline in income is expected (interim payments and Targeted Advance Payments). In combination with the AgriInvest program, it is the successor to the CAIS program. AgriInvest replaces coverage for smaller income declines while AgriStability assists producers in managing larger losses.
Authorities for the program include Section 4 of the Farm Income Protection Act (FIPA), as well as “Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy” and “Federal / Provincial / Territorial Agreement with Respect to AgriStability and AgriInvest.”
The program links to links to the Security of the Food System Strategic Outcome in the 2008-09 Program Activity Architecture (and to the new, 2009-10 departmental strategic outcome of a competitive agriculture, agri-food and agri-based products sector that proactively manages risk) and the Government of Canada's outcome of Strong Economic Growth.
Federal AgriStability Website
AgriStability in Alberta - Agriculture Financial Services Corporation (AFSC)
AgriStability in Ontario (Agricorp)
AgriStability in Quebec (La Financière agricole du Québec)
AgriStability on Prince Edward Island (PEI Agricultural Insurance Corporation)
Shared Outcome(s):
To mitigate the impacts of larger income losses with margin protection.
Governance Structure(s):
The AgriStability program is part of the comprehensive Growing Forward agricultural policy framework developed by federal, provincial and territorial Ministers of Agriculture, and falls under the BRM priority. Program costs, including program payments and administrative costs, are cost shared by the federal government and the provinces on a 60:40 basis, respectively.
The AgriStability program is currently delivered in British Columbia, Saskatchewan, Manitoba, New Brunswick, Nova Scotia, Newfoundland and Labrador, and Yukon by the federal government. In Alberta, Ontario, Quebec, and Prince Edward Island, the AgriStability program is delivered provincially.
Like the other BRM programs, the governance structure for the program consists of working groups and committees, including the federal-provincial-territorial (FPT) BRM Working Group and FPT Administrators Working Group, as well as the National Program Advisory Committee (NPAC) which includes FPT and industry representatives. These groups examine BRM policy and program issues and, as requested, develop options to be brought forward to senior management, including FPT Assistant Deputy Ministers (ADMs), Deputy Ministers and Ministers. NPAC provides advice through FPT ADMs.
Federal Partners | Federal Partner Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | Planned Spending for 2008-09 |
Actual Spending for 2008-09 |
Expected Results for 2008-09 |
Results Achieved in 2008-09 |
---|---|---|---|---|---|---|---|
AAFC | BRM | AgriStability | $3,189 M for the fiscal years 2007-08 to 2011-12 ($607.5 M pertains to the period of 2007-08 for CAIS which preceeded AgriStability) | $699.3 M | $377.0 M | Reduce producers' income loss through participation in BRM programs | AgriStability payments are based on tax information for the program year. Although much of the processing of payments for the first year of AgriStability (2007 program year) was done in the 2008-09 fiscal year, processing will be finalized and performance data will be tallied in the 2009-10 fiscal year.
Performance data collected in 2008-09 related to the 2006 CAIS program. The program covered 52 per cent of Canadian producers (including those in the supply-managed sectors), representing 66 per cent of total market revenue. Although this is below the target of 75 per cent, it still represents a significant portion of the industry. It is also anticipated that participation will improve under the new suite of BRM programs. 40 per cent of participants received a payment under the 2006 CAIS program, which contributed to increasing the margins of participants from 60 per cent of their reference margins to 86 per cent. This was above the target of 80 per cent. With respect to the processing of 2007 and 2008 AgriStability payments: Where requested by provinces, the Targeted Advance Payments (TAPs) mechanism provided quicker access to these payments for hog and cattle producers ($98 M to 1,713 hog producers for 2007 and $166 M to 3,767 hog and cattle producers for 2008). Changes such as deeper negative margin coverage and an improved inventory valuation method are also expected to benefit those faced with declining incomes and consecutive years of loss. Details of the processing of payments under AgriStability will be provided in 2009-10. |
Total $3,189 M for the fiscal years 2007-08 to 2011-12 |
Total $699.3 M (See note) | Total $377.0 M |
Note: Planned spending figures represent the amounts included in Main Estimates. It does not include any additional amounts that may be brought into the Department's reference levels. Spending reflects all costs incurred by the department (salary, operating, transfer payments). See also the related horizontal initiative on AgriInvest, AgriInsurance and AgriRecovery.
Comments on Variances:
AgriStability is demand-driven rather than funded from a set allocation for each fiscal year. Although the administrative costs remain relatively constant, the variance of the year-to-year grant and contribution payments is directly related to participation and the needs of the agriculture industry. As such, in good years, the program will cost governments less, while in bad years (i.e., years with dropping commodity prices, disasters, etc.) the costs of the program will be higher.
The variance between planned and actual spending for 2008-09 can be largely attributed to an increase in the value of grains and oilseeds for the 2007 production year. Historically, grains and oilseeds have accounted for a significant portion of coverage under CAIS and higher prices in the sector resulted in both reduced participation and a decrease in the number of payments being triggered as margins in the sector increased.
A performance measurement framework is in place for the new BRM suite, which includes performance indicators and targets. Federal and provincial governments are now working to collect the information necessary for reporting and expect to be ready to report on the performance of the new suite of programs in early 2010.
Results to be achieved by non-federal partners (if applicable):
Coordination of program oversight and delivery with the federal government will ensure that the program is delivered consistently and that program objectives and reporting requirements are met.
Contact information:
Danny Foster
Director General
BRM Program Development
613-773-2100
Name of Horizontal Initiative: Canadian Agricultural Skills Service (CASS)
Name of Lead Department(s): Agriculture and Agri-Food Canada (AAFC)
Lead Department Program Activity: Innovation and Renewal
Start Date of the Horizontal Initiative: April 1, 2003
End Date of the Horizontal Initiative: March 31, 2008, extended to March 31, 2009 (Program has ended)
Total Federal Funding Allocation (start to end date): $74.58 M over six years
Description of the Horizontal Initiative (including funding agreement):
Farmers and/or their spouses were offered assistance for skills development and access to training that could result in increased on-farm or off-farm income. Assistance was provided to develop an individual learning plan and to access training in areas such as improved farm practices and farm business management including accounting, finance, human resource management; training for other employment; or training to acquire skills for starting a new business. Financial support for training such as tuition fees for courses, supplies for courses as well as travel and accommodation was also provided. Further details.
Shared Outcome(s):
(a) Farmers' profitability increased;
(b) Improved choices about sources of income; and
(c) Production of farm products based on market and consumer demands respecting food safety and food quality and environmentally responsible production, and opportunities from science and innovation captured.
Governance Structure(s):
Program development with Renewal federal/provincial/territorial working group. Program delivery by Human Resources and Social Development Canada (HRSDC), provincial governments and third-party delivery agents.
Federal Partners | Federal Partner Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | Planned Spending for 2008-09 |
Actual Spending for 2008-09 |
Planned Results for 2008-09 |
Results Achieved in 2008-09 |
---|---|---|---|---|---|---|---|
AAFC/Human Resources and Social Development Canada (HRSDC) | Innovation and Renewal | Canadian Agricultural Skills Service | $74.58 M | $12 M | $16.3 M | (1) Increased implementation by low-income farmers and farm families of skills-based income strategies
(2) Farmers express satisfaction with CASS |
(1) 65% have decided to budget for training in the future, compared to 21% in the past.
(2) 89% expressed satisfaction with CASS. |
Total $74.58 M |
Total $12 M |
Total $16.3 M |
Note: Planned Spending and Total Allocation figures represent the amounts included in Estimates.
Comments on Variances:
The delivery of CASS was in its fourth year in 2008-09. Increased awareness of the program, combined with the CASS cross compliance requirement under the Canadian Farm Families Options Program, resulted in higher uptake than originally anticipated for 2008-09.
Results to be Achieved by Non-federal Partners (if applicable):
CASS was delivered through agreements with five provinces (Ontario, Manitoba, Saskatchewan, Alberta, and Prince Edward Island) and through HRSDC (Service Canada) in the remaining four provinces and the Yukon (CASS was not available in Quebec and only available on demand in Nunavut and Northwest Territories). Provinces that previously delivered the CASS program continued to do so, thereby contributing to AAFC's expected results for the program. Non-federal partners also continued to participate in the Renewal federal-provincial-territorial (FPT) working group, where program issues were addressed as the program entered its last stages. Planning and execution were done jointly (federally and provincially/territorially), so provincial and territorial results to be achieved are aligned.
Contact Information:
Johanne Métayer
Director
Renewal Division
Farm Financial Programs Branch
613-773-2006
Name of Horizontal Initiative: MOU with Canadian Food Inspection Agency (CFIA) on Food Safety System Recognition
Name of Lead Department(s): Agriculture and Agri-Food Canada (AAFC)
Lead Department Program Activity: Food Safety and Food Quality
Start Date of the Horizontal Initiative:
Original start date under Agricultural Policy Framework was April 1, 2003. The start date for this 2008-09 MOU is April 1, 2008.
End Date of the Horizontal Initiative:
The end date is March 31, 2009. A new four-year MOU under Growing Forward is expected to be signed during 2009-10.
Total Federal Funding Allocation (start to end date): $12.4 M over six years
Description of the Horizontal Initiative (including funding agreement):
The following Food Safety System Recognition initiative will be performed by the CFIA under the MOU during 2008-09:
The System Recognition initiative will provide government recognition of on-farm and post-farm food safety systems developed by national industry organizations. The CFIA will continue the development and delivery of food safety system recognition programs and provide scientific and technical advice to support food safety system development based on Hazard Analysis Critical Control Points (HACCP).
The four elements of this initiative are:
Shared Outcome(s):
Governance Structure(s):
The overall administration of the MOU is delegated to the Director General, Agriculture Transformation Programs Directorate, AAFC and the Executive Director, Food Safety and Consumer Protection Directorate, CFIA.
Federal Partners | Federal Partner Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | Planned Spending for 2008-09 |
Actual Spending for 2008-09 |
Expected Results for 2008-09 |
Results Achieved in 2008-09 |
---|---|---|---|---|---|---|---|
AAFC | Food Safety and Food Quality | Work performed by CFIA | n/a | n/a | n/a | n/a | n/a |
CFIA | Food Safety and Public Health | On-Farm Food Safety Recognition Program (OFFSRP) | $10.0 M for 2003-04 to 2007-08 under APF and $2.4 M for 2008-09 under the first year (continuity) of Growing Forward | $2.4 M | $2.4 M | OFFSR Development The latter stages of the OFFSRP piloted in consultation with industry and FPT governments |
Latter stages of the recognition process were ready to pilot pending decision by FPT committees on implementation options regarding audits and assessments. |
Training to industry and government partners on details of above processes provided | Training was delayed until the above decision made. | ||||||
Implementation On-going technical review of industry-submitted generic HACCP models and producer manuals |
Technical review was completed for 1 industry-submitted generic HACCP model and producer manual, and 2 more were initiated. |
||||||
On-going technical review of industry procedures manual, management system documents and associated manuals | Technical review was completed for 1 industry-submitted management manual and associated materials. | ||||||
Post-Farm Food Safety Recognition Program (PFFSRP) | Options for a post-farm food safety recognition program developed | Options for a post-farm food safety recognition program are developed and ready for review by FPT committees and industry groups. | |||||
Scientific and Technical Support | Timely scientific and technical advice to AAFC and AAFC stakeholders provided | Timely scientific and technical advice was provided to AAFC and AAFC stakeholders. | |||||
Other Activities in support of food safety system development | Hazard Data Base (HDB) |
Hazard Data Base user acceptance data testing complete. Analysis of test results to be finalized. |
|||||
Generic Models On-farm and/or post-farm HACCP generic models for identified products developed |
Generic HACCP models for moulded chocolate and fresh alimentary paste were fully developed and released to stakeholders. |
||||||
Guidelines Reference documents for on-farm and/or post-farm that will serve as a tool for industry regarding the safety of identified products/ commodities developed |
Food Safety Practices Guidance documents for moulded chocolate and fresh alimentary paste were fully developed and released to stakeholders. |
||||||
Medicated Feeds Regulations | Medicated Feeds Regulations Regulatory text developed and regulations implemented. |
Due to changing priorities, Medicated Feeds Regulations Initiative expired on March 31, 2008 and therefore was not funded in 2008-09. Originally, $17M was allocated to this element and transferred to CFIA. |
|||||
Total $12.4M |
Total $ 2.4 M |
Total $ 2.4 M |
Comments on Variances:
Piloting of the final stages of the OFFSRP was delayed due to the competing priorities of Growing Forward and Food Safety Action Plan and re-structuring within the responsible FPT committees. User acceptance testing analysis must be finalized to complete HDB project.
Results to be achieved by non-federal partners (if applicable): Not applicable
Contact information:
Shelley Monlezun
Director
Food Safety and Traceability Programs Division
613-773-1930
Dr. Robert Charlebois
Executive Director
Food Safety and Consumer Protection Directorate
Canadian Food Inspection Agency
613-773-5445
Name of Horizontal Initiative: Co-operatives Secretariat (Co-operative Development Initiative)
Name of Lead Department(s): Agriculture and Agri-Food Canada (AAFC)
Lead Department Program Activity: Rural and Co-operatives Secretariat
Start Date of the Horizontal Initiative: April 1, 2003
End Date of the Horizontal Initiative: March 31, 2009 (Renewed to March 31, 2013)
Total Federal Funding Allocation (start to end date): $22.0 M over six years
Description of the Horizontal Initiative (including funding agreement):
The Co-operatives Secretariat was established in 1987 to help the Government of Canada respond more effectively to the concerns and needs of Canadian co-operatives. The Secretariat advises the government on policies affecting co-operatives, co-ordinates the implementation of such policies, promotes co-operatives within the federal government, and provides a link between the co-operative sector and the many federal departments and agencies with which they interact. The Co-operatives Secretariat is managing the Co-operative Development Initiative (2003-09) and the Agricultural-Co-operative Development Initiative 2006-09.
Shared Outcome(s):
The end outcome of the Government of Canada with respect to co-operatives is the expanded use of the co-operatives model to enhance the economic growth and social development of Canadian rural and urban society. The objectives are to:
Governance Structure(s):
The Co-operatives Secretariat was created to improve the relationship between Canadian co-operatives and federal departments and agencies. Formal mechanisms for collaboration include the Interdepartmental Committee on Co-operatives, dialogue with provincial collaborators and sector working groups. The Co-operatives Secretariat acts as a coordinator for interaction between the government and the co-operative sector. The Secretariat is headed by a Director, and is part of the Rural and Co-operatives Secretariat within AAFC. For more details on the functions of the Secretariat, visit their website.
Federal Partners | Federal Partner Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | Planned Spending for 2008-09 |
Actual Spending for 2008-09 |
Expected Results for 2008-09 |
Results Achieved in 2008-09 |
---|---|---|---|---|---|---|---|
AAFC/ The Co-operatives Secretariat is liaising with key departments and agencies with legislation, policies and programs affecting co-operatives. A listing of the 17 departments is available upon request. |
Co-operative Development Initiative (CDI): - Advisory Services - Innovation & Research
Agricultural Co-operative Development Initiative |
Not applicable | $22.0 M (for fiscal years 2003-04 to 2008-09) |
$5.1 M | $5.4 M | Innovative Canadian communities benefiting from economic opportunity | Partnership with the co-op sector in CDI program delivery was enhanced by broadening services delivered by the sector. Progress was made to develop a partnership approach involving the sector and academics in building a common research agenda on co-operatives.
Under Ag-CDI, farmers and rural communities were provided with assistance to establish bio-fuel and value added agricultural projects. During the program 45 co-operatives were supported. In addition, the capacity to support the development of agricultural co-operatives was enhanced through creation of tools, learning exchange activities, and research activities which empowered farmers, agricultural stakeholders and communities. |
Total $22.0 M |
Total $5.1 M |
Total $5.4 M |
Comments on Variances: Spent $300K more than projected to enhance CDI Advisory Services
Results to be achieved by non-federal partners (if applicable): Not applicable
Contact information:
Donna Mitchell
Executive Director
Rural and Co-operatives Secretariat
613-759-7113
Name of Horizontal Initiative: AAFC-Department of Foreign Affairs and International Trade (DFAIT) Memorandum of Understanding (MOU) on Agri-Food Specialists Positions Abroad
Name of Lead Department(s): Agriculture and Agri-Food Canada (AAFC)
Lead Department Program Activity: Markets and International
Start Date of the Horizontal Initiative: 2003-04 fiscal year
End Date of the Horizontal Initiative: March 31, 2008 (extended until March 31, 2009 while an updated MOU was drafted).
Total Federal Funding Allocation (start to end date): $55.464 M
Description of the Horizontal Initiative (including funding agreement):
The aim of the Program Activity Markets and International is to contribute to the Strategic Outcome (Security of the Food System) through expanding international opportunities for the Canadian agriculture and agri-food sector. Activities under this MOU contributed to the maintenance and development of a competitive agriculture and agri-food sector that has the necessary attributes to position itself strategically to take advantage of new market opportunities, and/or to reposition itself to protect against changing market risks.
A key objective of the Agricultural Policy Framework (APF) International component was to strengthen Canada's market access and market development capacity and gain recognition for Canada's world-leading capabilities to meet the quality demands of highly segmented and increasingly competitive global markets.
This MOU established the operational principles, management practices and performance measurement criteria for the 34 agriculture and agri-food specialist positions in Canadian Embassies and High Commissions located in key export markets. The agricultural specialist's role is to enhance the delivery of services to Canadian agricultural exporters in areas such as agriculture and agri-food business development, investment promotion, market access and advocacy, and market penetration. These 34 positions were transferred to AAFC on April 1, 2008 as a result of the expiry of the MOU respecting how the two departments would manage the positions. However, the two departments saw value in renegotiating a new MOU in 2008-09 which focused on a joint, comprehensive platform to strengthen and enhance the contribution of the two departments to Canada's success in international commerce for agriculture and agri-food products and to advance the interests of Canada in the global market place. The new MOU takes into account the international component of AAFC's Growing Forward framework agreement and DFAIT's Global Commerce Strategy.
Shared Outcome(s):
Governance Structure(s): Joint Management Council of Assistant Deputy Ministers
Federal Partners | Federal Partner Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | Planned Spending for 2008-09 |
Actual Spending for 2008-09 |
Planned Results for 2008-09 |
Results Achieved in 2008-09 |
---|---|---|---|---|---|---|---|
AAFC | Markets and International | Negotiation of a new MOU | $0 M | $0 M | $0 M | Interdepart-mental relationship and roles clarified; investment for subsequent years agreed | An updated bilateral MOU guiding the relationship and shared interests between AAFC and DFAIT was negotiated as a draft in 2008-09 and will be signed in 2009-2010. |
Agriculture and Food Trade Commissioners (formerly Agriculture and Agri-Food Specialists Abroad) program was extended by one year pending the approval of Growing Forward by the Treasury Board | $42.5 M for 2003-04 to 2007-08, and $7.5 M for a one year extension for 2008-09 |
$7.5 M | $7.5 M | Agriculture and Food Trade Commissioners deliver in-market support to Canadian exporters, contributing to market development, improved market access and promotion of the Canada brand for food and agriculture. | Agriculture and Food Trade Commissioners contributed to an increase in exports of Canadian agriculture, food and beverage products of 20%, from $35 B in 2007-08 to $42.5 B in 2008-09. |
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DFAIT | International Commerce | Client Service Fund (CSF) | $0.464 M | $0.464 M | $0.563 M | Support initiatives related to agriculture, food and seafood sector | Local market CSF was used to leverage funds from the private sector, provinces and AAFC (amounts included above) for specific activities related to increasing exports for the sector. |
North America Partnership Program (NAPP) | $5.0 M
for 2008-09 to 2012-13 |
$1.0 M | $1.0 M | Agriculture and Food Trade Commissioners deliver in-market services to industry, and market development/ promotion and trade advocacy in United States markets | The $1.0 M was used to fund 4 positions in US missions and to conduct specific activities in US markets aimed at increasing exports to the US. | ||
Total $55.464 M | Total $8.964 M | Total $9.063 M |
Comments on Variances:
Sixty-six DFAIT Missions abroad allocated in total $0.1 M more funds under their Client Service Fund allocations to the agriculture, food and seafood sectors due to growing interest from companies (as measured by greater financial partnership in local market initiatives by companies), often resulting in a consequent changing priority for the sector in some markets abroad.
Results to be achieved by non-federal partners (if applicable): Not applicable
Contact information:
Bruce Howard
Director, Agriculture and Food Trade Commissioner Service
613-773-1571
Name of Horizontal Initiative: Farm Business Services
Name of Lead Department(s): Agriculture and Agri-Food Canada (AAFC)
Lead Department Program Activity: Innovation and Renewal
Start Date of the Horizontal Initiative: April 1, 2003
End Date of the Horizontal Initiative: March 31, 2008, extended to March 31, 2009 (Program has ended)
Total Federal Funding Allocation (start to end date): $109.0 M over six years
Description of the Horizontal Initiative (including funding agreement):
These services provided eligible farmers with access to financial consultants who helped them assess their finances and develop succession, action plans and business plans (financial, marketing, value-added). Further details can be found at the following web link.
Shared Outcome(s):
(a) Farmers' profitability increased;
(b) Improved choices about sources of income; and
(c) Production of farm products based on market and consumer demands respecting food safety and food quality and environmentally responsible production, and opportunities from science and innovation captured.
Governance Structure(s):
Program development and performance measurement by Renewal federal/provincial/territorial working group.
Federal Partners | Federal Partner Program Activity | Names of Programs for Federal Partners |
Total Allocation (from start to end date) |
Planned Spending for 2008-09 |
Actual Spending for 2008-09 |
Planned Results for 2008-09 |
Results Achieved in 2008-09 |
---|---|---|---|---|---|---|---|
AAFC | Innovation and Renewal | a. Canadian Farm Business Advisory Services (CFBAS), which has two phases: | |||||
i. Farm Business Assessment (FBA) | $55.8 M over six years, 2003/04-2008/09 |
$8.8 M | $10.2 M | (1) Increased implementation by farmers of business development strategies (2) Farmers are satisfied with programs. |
(1) 85% would consider using a consultant in the future (25% were budgeting for this).
(2) 88% were satisfied with the FBA program. |
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ii. Specialized Business Planning Services (SBPS) | $26.5 M over six years, 2003/04-2008/09 |
$3.1 M | $3.2 M | (1) Increased implementation by farmers of business development strategies (2) Farmers are satisfied with programs |
(1) 92% would consider using a consultant in the future (62% were budgeting for this).
(2) 89% were satisfied with the program. |
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b. Planning and Assessment for Value-Added Enterprises (PAVE) | $26.7 M over six years, 2003/04-2008/09 |
$.4 M | $.4 M | (1) Increased implementation by farmers of business development strategies (2) Farmers are satisfied with programs |
(1) 91% would consider using a consultant in the future (45% were budgeting for this).
(2) 70% were satisfied with the program. |
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Total $109 M over six years, 2003/04-2008/09 |
Total $12.3 M |
Total $13.8 M |
Note: Planned Spending and Total Allocation figures represent the amounts included in Estimates.
Comments on Variances:
Increased awareness of the FBA program, combined with the FBA cross compliance requirement under the Canadian Farm Families Options Program, resulted in higher uptake than originally anticipated for 2008-09 (uptake of SBPS and PAVE was similar to previous years).
Results to be Achieved by Non-federal Partners (if applicable):
Delivery was primarily federal. Non-federal partners delivered Renewal programs where collateral agreements were signed (Quebec and the First Nations Agricultural Council of Saskatchewan Inc.). Non-federal partners participated in the Renewal federal-provincial-territorial working group, where program issues were addressed. Planning was done jointly (federally and provincially) so provincial results to be achieved do not differ.
Contact Information:
Johanne Métayer
Director
Renewal Division
Farm Financial Programs Branch
613-773-2006
Name of Horizontal Initiative: Rural Development
Name of Lead Department(s): Agriculture and Agri-Food Canada (AAFC)
Lead Department Program Activity: Rural and Co-operative Secretariats
Start Date of the Horizontal Initiative: April 1, 2003
End Date of the Horizontal Initiative: March 31, 2008, extended until March 31, 2009 (A renewed Canadian Rural Partnership was approved at the end of the year.)
Total Federal Funding Allocation (start to end date): $ 71.6 M over six years
Description of the Horizontal Initiative (including funding agreement):
The Rural Secretariat, through the Canadian Rural Partnership (CRP), helps government to better understand the issues and concerns of rural Canadians and to encourage federal departments and agencies to adjust policies, programs and services to reflect the unique needs of rural communities. Through the CRP, the Government of Canada aims to enhance the quality of life for rural Canadians.
Shared Outcome(s):
The outcome is to enable rural communities to use their innovative capacity to capture the value of local amenities and achieve greater local economic competitiveness. It is based on the following six guiding principles:
Governance Structure(s):
The CRP is managed by the Rural Secretariat. It contributes to raising awareness and inclusion of rural Canada in federal policies and programs. For example:
These efforts are reinforced by Rural Teams in each province and territory comprised of federal government representatives; most teams also include members from the provincial or territorial government and/or sectoral stakeholders.
Federal Partners | Federal Partner Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | Planned Spending for 2008-09 |
Actual Spending for 2008-09 |
Planned Results for 2008-09 |
Results Achieved in 2008-09 |
---|---|---|---|---|---|---|---|
AAFC/Rural Secretariat
A listing of the 27 departments and agencies part of the Rural Development Network |
Rural and Co-operative Secretariats | The Canadian Rural Partnership (CRP) | $71.6 M for fiscal years 2003-04 to 2008-09 | $11.6 M | $9.9 M | Innovative Canadian communities benefiting from economic opportunity
New policies and programs that address rural issues |
The Rural Secretariat was instrumental in developing partnership projects, such as the Nunavut Economic Forum, to advance Rural Canada’s social and economic agendas. A renewed CRP was approved at the end of the year. |
Total $71.6 M |
Total $11.6 M |
Total $9.9 M |
Comments on Variances:
Spending under Grants and Contributions were $1.8 M lower than planned due to the fact that the period for program intake was shorter than expected, and that funding was limited to short term projects because of the one-year funding extension to the program.
Results to be achieved by Non-federal Partners (if applicable): Not applicable
Contact Information:
Donna Mitchell
Executive Director
Rural and Co-operatives Secretariat
613-759-7113
Atlantic Canada Tourism Partnership
Name of Lead Department
ACOA
Lead Department Program Activity
Enterprise Development
Start Date of the Horizontal Initiative
April 1, 2006
End Date of the Horizontal Initiative
March 31, 2009
Total Federal Funding Allocation (start to end date)
$9.95 million
Description of the Horizontal Initiative (including funding agreement)
Tourism offers significant opportunities for economic growth and social development in Atlantic Canada. The sector is important to the economic prosperity of Atlantic Canada. Visitor spending injects $3.29 billion into the regional economy. Tourism employs over 110,000 Atlantic Canadians and represents 5.5% of the region's GDP, compared with 2.3% nationally. The Atlantic Canada Tourism Partnership (ACTP) was established in 1991 to promote the Atlantic region as a tourism destination in targeted markets. The ACTP is a nine-member, pan-Atlantic partnership comprising ACOA, the four provincial tourism industry associations and the Atlantic provincial government departments responsible for tourism. For the past 18 years, ACOA has worked with provincial and industry partners to maximize the economic benefits of this sector.
To continue making inroads in key markets, and to continue to bolster the region's tourism industry, the ACTP launched its sixth consecutive multi-year international tourism marketing initiative. This three-year project (fiscal years 2006-2007 to 2008-2009), valued at $19.95 million, supports integrated, research-driven consumer, trade and media relations campaigns to attract more visitors to Atlantic Canada from key markets in the United States, Western Canada, Europe and Japan.
The ACTP initiatives are:
The cost-sharing for this partnership is 50% ($9.975 million) from ACOA, 30% ($5.985 million) from the provinces, and 20% ($3.99 million) from the provincial industry associations. Contributions from ACOA and the provinces are in the form of cash; contributions from industry associations include cash, in-kind and other cash investments in partnership-related activities (e.g. trade registrations and trade partnerships). For further information, see the ACTP website at http://www.actp-ptca.ca/index.html.
Shared Outcomes
The goal of the ACTP is increased tourism-related visitation and revenues from targeted markets.
The ACTP's outcomes aim to:
Governance Structures
The activities of the ACTP are governed by a management committee comprising the presidents of the four tourism industry associations, the four provincial deputy ministers responsible for tourism, and two representatives of ACOA. The management committee is responsible for the administration and management of the partnership agreement, approving work plans and budgets, program evaluation, and overseeing the work of its marketing committee. The marketing committee undertakes activities that are coordinated by federal, provincial and industry representatives, and is responsible for implementing ACTP initiatives. A secretariat (annual budget $300,000) oversees the day-to-day operations of the ACTP and is responsible for implementing a communications strategy, as well as annual and end-of-agreement evaluations of the partnership.
Partners:
ACOA is the sole federal funding department. The ACTP partners with the Canadian Tourism Commission on international research and marketing initiatives, on an ad-hoc basis.
Federal departments/agencies:
Provincial governments: (30% of funding):
Private sector organizations: (20% of funding):
Federal Partner | Federal Partner Program Activity | Name of Program for Federal Partner | Total Federal Funding Allocation (Start to End Date) | Planned Spending for 2008-2009 |
Actual Spending for 2008-2009 |
Expected Results for 2008-2009 |
Results Achieved in 2008-2009 |
---|---|---|---|---|---|---|---|
ACOA | Enterprise Development | United States / Western Canada Marketing Program | $8.3 million | $2.77 million | $2.77 million | Return on investment: measurable tourism revenues generated per partner dollar invested in integrated marketing/media campaigns: $14 to $1 | $16.99 to $1.00 |
Number of visitor parties related to the marketing program: 30,000 | 48,000 visitor parties | ||||||
Dollar amount of visitor spending on goods/services related to the marketing program: $38.78 million | $66.91 million | ||||||
Overseas Marketing Program | $1.2 million | $0.4 million | $0.4 million | Return on investment: measurable tourism revenues generated per partner dollar invested in integrated marketing/media campaigns: $6 to $1 | $6.10 to $1.00 | ||
Partnerships formed with overseas tour wholesalers: 20 | 34 partnerships | ||||||
Dollar amount of visitor spending on goods/services resulting from the Overseas Tour Wholesaler partnerships: $2.4 million | $5.5 million |
Comments on Variances
The consumer and trade marketing campaigns outperformed expectations.
Results to be Achieved by Non-federal Partners (if applicable)
Not applicable.
Contact information
Rob McCloskey
Director General, Tourism Atlantic
Atlantic Canada Opportunities Agency
P.O. Box 40
Charlottetown, P.E.I. C1A 7K2
Telephone: 902-626-2479
Email: rob.mccloskey@acoa-apeca.gc.ca
International Business Development Program (supporting the International Business Development Agreement)
Name of Lead Department
ACOA
Lead Department Program Activity
Enterprise Development
Start Date of the Horizontal Initiative
April 11, 2005
End Date of the Horizontal Initiative
March 31, 2010
Total Federal Funding Allocation
$7.0 million
Description of the Horizontal Initiative (including funding agreement)
In May 1994, ACOA entered into an agreement (Canada/Atlantic Provinces Agreement on International Business Development, also known as IBDA) with the four Atlantic provinces, the Department of Foreign Affairs and International Trade, and Industry Canada to "undertake specific measures to optimize regional coordination on a pan-Atlantic scale and combine limited resources to coordinate trade-related activities." With an initial investment in 1994 of $3 million for three years, the agreement was extended in 1997 for an additional $2 million and three years, and, in 2000, for $8 million and four years. Funding was cost-shared 70/30 by the federal (ACOA) and provincial governments.
In 2005, with $7 million from its International Business Development Program (IBDP), ACOA entered a new agreement with its federal and provincial partners to continue the work done in previous years. The commitment to this new IBDA, with the increased funding allocation, attests to both the IBDA's positive results and its significance for the future of the region's international business development
Shared Outcome
The shared outcomes for the IBDA partners support ACOA's trade priority, and are:
Since the original IBDA commenced in 1994, the Agency and its partners have administered over 230 projects involving some 4,000 Atlantic Canadian companies. The IBDA assisted 193 companies to begin exporting, 406 exporters to increase their export sales, and 279 exporters to expand into new markets.
Governance Structure
ACOA is the lead organization for this initiative and houses the secretariat responsible for administering the agreement. A management committee, comprising a representative from each of the partners, is responsible for the planning and management of the agreement's programs and the evaluation of projects.
Partners
Federal government (70% funding)
Provincial governments (30% funding)
Federal Partner | Federal Partner Program Activity | Name of Program for Federal Partner | Total Federal Funding Allocation (Start to End Date) | Planned Spending for 2008-2009 |
Actual Spending for 2008-2009 |
Expected Results | Results Achieved in 2008-2009 |
|
---|---|---|---|---|---|---|---|---|
For the life of the 5-year agreement (2005-2006 through 2009-2010) | For 2008-2009 | |||||||
ACOA | Enterprise Development | International Business Development Program | $7.0 million | $1.7 million | $1.8 million | Increase the number of new exporters: 40 companies | 8 companies | 12 companies |
Existing exporters reporting sales to new markets: 75 companies | 20 companies | 25 companies | ||||||
Existing exporters reporting increased sales to existing markets: 150 companies | 30 companies | 33 companies |
Comments on Variances
Projects were more successful than planned.
Results to be achieved by non-federal partners (if applicable)
Not applicable.
Contact information
Michel Têtu
Director General, Trade and Investment
Atlantic Canada Opportunities Agency
P.O. Box 6051
Moncton, N.B. E1C 9J8
Telephone: 506-851-6496
Name of Lead Department
ACOA
Lead Department Program Activity
Enterprise Development
Start Date of the Horizontal Initiative
April 1999
End Date of the Horizontal Initiative
March 31, 2010
Total Federal Funding Allocation
$11.27 million
Description of the Horizontal Initiative (including funding agreement)
Team Canada Atlantic (TCA) is a partnership of ACOA and the four Atlantic provinces, with support from Agriculture and Agri-Food Canada, Industry Canada, Foreign Affairs and International Trade Canada, and Enterprise Cape Breton Corporation.
At the core of the TCA approach is the trade mission, which enables small and medium-sized businesses from across Atlantic Canada to meet with potential buyers, agents, distributors and strategic partners in the United States. The mission format features a comprehensive program that equips private sector participants with the knowledge, contacts and advice they require to make the best of their international opportunities before, during and after their ventures abroad. Missions also provide the Government of Canada and the Atlantic provincial governments with crucial opportunities to promote the region as a tremendous location for foreign investment. For further information, see the TCA website at www.teamcanadaatlantic.com.
Shared Outcome
The objectives of the TCA trade missions are:
As of March 2009, Team Canada Atlantic had completed 15 missions to United States markets, involving 590 companies and more than 3,906 business meetings, and resulting in more than $49 million in actual sales.
Governance Structure
A management committee, comprising senior officials of ACOA, Foreign Affairs and International Trade Canada, and provincial governments is the decision-making body that directs and oversees the coordination and implementation of the TCA missions. The TCA organizing committee is responsible for organizing the missions, and includes representation from the four provincial trade departments in Atlantic Canada, Foreign Affairs and International Trade Canada, Agriculture and Agri-Food Canada, and the Team Canada Atlantic Secretariat. The secretariat, housed at ACOA, is responsible for the overall coordination and implementation of the TCA missions.
Partners
Federal Partner | Federal Partner Program Activity | Name of Program for Federal Partner | Total Federal Funding Allocation (Start to End Date) | Planned Spending for 2008-2009 |
Actual Spending for 2008-2009 |
Expected Results for 2008-2009 |
Results Achieved in 2008-2009 |
---|---|---|---|---|---|---|---|
ACOA | Enterprise Development | Team Canada Atlantic | $11.14 million |
$274,000 (G&C)
$55,000 (O&M) |
$362,760 (G&C)
$56,223 (O&M) |
SMEs that have increased export-readiness: 40 | 37 |
New exporters: 5 | 9 | ||||||
Exporters developing new markets: 5 | 24 | ||||||
AAFC | Markets and International | Team Canada Atlantic | $132,000 | $7,000 | $7,000 | Forecasted export sales by SMEs: $30 million |
$24.18 million |
Comments on Variances
The increase in recruitment efforts by ACOA and provincial officials contributed to the increase in the number of exporters developing new markets.
Results to be Achieved by Non-federal Partners (if applicable)
As Team Canada Atlantic is a federal-provincial initiative, the targeted results are the same for all partners.
Contact information:
Michel Têtu
Director General, Trade and Investment
Atlantic Canada Opportunities Agency
P.O. Box 6051
Moncton, N.B. E1C 9J8
Telephone: 506-851-6496
Supplementary information on the CBSA's participation in horizontal initiatives can be found on the Treasury Board of Canada Secretariat's Web site.
Name of Horizontal Initiative: National Aquatic Animal Health Program (NAAHP)
Name of Lead Department(s): Canadian Food Inspection Agency (CFIA) and Fisheries and Oceans Canada (DFO)
Lead Departments Program Activity:
CFIA: Animal Health Risks and Production Systems
DFO: Science (Diagnostics & Research)
Start Date of the Horizontal Initiative: April 1, 2005
End Date of the Horizontal Initiative: Ongoing
Total Federal Funding Allocation (start to end date): $59.05M (2005-06 to 2009-10) plus $10.33M on-going
Description of the Horizontal Initiative (including funding agreement): The objective of the NAAHP is to provide protection of Canada’s aquatic resource productivity by minimizing the risk of the spread of infectious diseases of concern within Canada and by providing a national system to support competitive market access by Canadian exporters of aquatic animals and their commodities through a national program that meets international standards for aquatic animal disease control and that allows Canada to apply control measures on imports that pose a risk of introduction of serious diseases into Canada. The NAAHP is built on the CFIA’s established animal health legislative framework, the Health of Animals Act and on DFO’s established aquatic animal health science expertise. The CFIA provides program leadership and direction of field operations and collaborative agreements for aquaculture surveillance, emergency response measures, export certification and import controls. DFO provides the surveillance and monitoring activities and information for wild resources and delivers or oversees the diagnostic and research support requirements for the program. Ongoing funding for this initiative was obtained in June 2005. Roles and responsibilities were agreed to under a Memorandum of Understanding (MoU), co-signed with the DFO in February 2006.
Shared Outcome(s):
Sustainable Aquatic Resource Productivity that supports rural and coastal economies through farming, commercial and recreational fishing and tourism.
Competitive Market Access internally through provision of science-based protection measures and internationally through health certification that meets international standards set by the World Organization for Animal Health (OIE) for the World Trade Organization (WTO) Sanitary and Phyto-sanitary Measures (SPS) Agreement.
Governance Structure(s): The CFIA is the federal lead for delivery of the NAAHP. Respective federal roles and responsibilities are outlined in a MoU. An Executive Steering Committee consists of Director General/Executive Directors from both organizations, who are responsible for strategic direction, monitoring and analysis of NAAHP implementation. The CFIA Director of the Aquatic Animal Health Division (Animal Health Directorate, Policy and Programs Branch) and the DFO Director of Aquatic Animal Health Science Division (Ecosystem Science Branch, Science Sector) are also members of the steering committee.
Stakeholder input on NAAHP development is managed through an Aquatic Animal Health Committee (AAHC), which includes provincial and territorial authorities for aquaculture and wild fisheries management, veterinary association representatives, Aboriginal groups and wild and farmed industry stakeholders.
Progress with NAAHP development and implementation is reported to the Canadian Council of Fisheries and Aquaculture Ministers-CFIA committee (CFIA-CCFAM) and to the Agriculture Federal F/P/T Regulatory ADM committees. Where required, reports are also prepared for the F/P/T Council of Canadian Veterinary Officers and the Policy ADM Committee of Agriculture and Agri-Food Canada.
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2008-09 |
Actual Spending for 2008-09 |
---|---|---|---|---|---|
CFIA | Animal Health Risks and Production Systems | National Aquatic Animal Health Program | $32.13M over five years (plus $6.35M ongoing) | $6.35M | $3.78M |
16a. Expected Result for 2008-09 | Regulatory amendments based on full consultation (F/P/T, Aboriginal Groups and World Trade Organization). | ||||
17a. Results Achieved in 2008-09 | Completed consultations and feedback for the proposed regulatory amendment package encompassing import control measures, mandatory & notifiable reporting, emergency response authorities, and provisions for implementation of domestic disease controls. Completed regulatory amendment package including amendments to the Health of Animals Regulations and Ministerial Declaration changes to the Reportable Disease Regulations Completed focus group discussion with Aboriginal Peoples (Assembly of First Nations) in December and a report was generated for the CFIA in March 2009. The Department of Justice and Indian and Northern Affairs Canada consulted on accommodation required for Aboriginal engagement. The 2009-10 Business Plan includes a contingency for Aboriginal engagement. |
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16b. Expected Result for 2008-09 | Initiation of discussion on F/P/T MoUs on Emergency Response and delineation of domestic disease control zones. | ||||
17b. Results Achieved in 2008-09 | Completed cross-country discussions of the Domestic Disease Control Framework (Emergency Response Plans and Domestic Disease Controls) and reported at the CFIA-CCFAM, CCFAM-Deputy Minister (DM) F/P/T Committees. Case studies were included for feedback from the domestic disease control discussions. F/P/T MoU discussions were not completed. |
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16c. Expected Result for 2008-09 | Development of priority policies and procedures required to enforce revised regulations. |
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17c. Results Achieved in 2008-09 | Framework decision trees have been completed and set policy and procedure priorities for development have been set. Key policies have been drafted for Import/Export, Surveillance and Domestic Disease Control including Emergency Response, aligned with the Canadian Emergency Management Response System (CEMRS). |
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16d. Expected Result for 2008-09 | NAAHP integration into priority IM/IT systems (Shared Information Management System, Automated Import Reference System, Import Control and Tracking System, and the Import Permit System) |
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17d. Results Achieved in 2008-09 | DFO and the CFIA continued ongoing collaborative work and communication toward the development of the LIMS. The CFIA is now an active participant in the DFO-led LIMS Working Group. In addition, the submission of sample forms was developed, in collaboration between the CFIA and DFO, for pilot testing and input into the LIMS in 2009-10. The CFIA also identified champions from IM/IT to assist NAAHP integration. A national coordinator position has been created to coordinate NAAHP business requirements and relate them to IM/IT solutions. |
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16e. Expected Result for 2008-09 | Training modules for key NAAHP implementation activities. |
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17e. Results Achieved in 2008-09 | The Agency continued the development of the National Training Initiative (NTI). Key activities identified for the NTI include cross-sectional work, supporting Import/Export and the identification of new Emergency Response and Surveillance. Subject matter experts have been identified to learn with representatives from the learning division of the CFIA for the NTI. Work also continued on the development of material design of five training modules, as per the stated priority for this division. |
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2008-09 |
Actual Spending for 2008-09 |
---|---|---|---|---|---|
DFO | Science (Diagnostics & Research) | National Aquatic Animal Health Laboratory System (NAAHLS) | $26.92M over five years (plus $3.98M ongoing) | $3.98M | $5.70M |
16a. Expected Result for 2008-09 | Laboratory standards and tracking systems meet international requirements for audit/challenge of export certificates and/or import controls – International Standards Organization 17025, the main standard used by testing and calibration laboratories. | ||||
17a. Results Achieved in 2008-09 | Under the NAAHP, 85 per cent of test method protocols have been developed and undergone analytical (bench) validation for the first round of priority diseases. Seventy-five per cent of tests have undergone diagnostic (field) validation. Approximately 70 per cent of research studies have been completed. With respect to quality assured diagnostic laboratories, all three laboratories have completed approximately 70 per cent of the 230 mandatory requirements necessary for audit/accreditation. Renovations were completed for the Central and Arctic Region (Winnipeg) laboratory. As part of the federal government’s “Investment in Infrastructure”, DFO has received funding for the Gulf Region (Moncton) NAAHP laboratory renovations. DFO will explore options in 2009-10 to construct a new NAAHP laboratory due to logistical challenges with the current heritage facility. |
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16b. Expected Result for 2008-09 | Development of a contract for the LIMS and infrastructure to deliver accurate, reliable and quality information in support of testing services for declaration of disease freedom, surveillance of “at risk” populations and management of reportable disease incursions. | ||||
17b. Results Achieved in 2008-09 | The LIMS contract has moved forward and the reporting and recording framework has been established. Software for the LIMS purchased in 2007-08 is being modified to become integrated into the DFO NAAHP laboratories’ overall quality control approach. Links to CFIA systems remain under business requirement document solutions analysis and the DFO has strong representation in the IM/IT solution discussions. |
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16c. Expected Result for 2008-09 | NAAHP diagnostic support. |
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17c. Results Achieved in 2008-09 | Diagnostic support has been provided for Viral Haemorrhagic Septicaemia, Koi Herpes Virus, Haplosporidium nelsoni, Infectious Salmon Anaemia and other diseases of NAAHP concern. This has supported export certification and surveillance to support zoning and transboundary (Canada-USA; Canada-France [Saint Pierre and Miquelon]) disease control measure negotiations. About 90 per cent of all samples collected were analyzed for disease. The remaining ten per cent of samples could not be analyzed due to inadequate specimen size. |
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16d. Expected Result for 2008-09 | NAAHP research support. |
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17d. Results Achieved in 2008-09 | Research on viral strains, carrier species and related CFIA regulatory decision-making needs was undertaken. Results are not yet complete, but are anticipated in 2009-10 before regulatory amendments are in place. These results will support transition agreements with provinces and other DFO sectors pending CFIA regulatory operations implementation. Nearly 70 per cent of the scientific research requested to date by the CFIA has been completed. Of the remaining amount, test development and validation projects are multi-year in nature. |
Grand Total | $59.05M over 5 years and $10.33M ongoing |
$10.33M |
$9.48M |
18. Comments on Variances: Delays in NAAHP front-end funding were a key issue as specified in a revised business plan in 2009. In addition, several problems were encountered regarding the securing of specialized and rare expertise to deliver the new area of Veterinary Authority responsibility. Full staffing levels were not attained until late 2006, at which time overall program development and horizontal coordination leadership was able to commence.
19. Results to be achieved by non-federal partners (if applicable): Not applicable.
20. Contact information: Dr. Sharon McGladdery, Director Aquatic Animal Health Division, Animal Health Directorate, Policy and Programs Branch, CFIA (613) 221-1487 or (613) 668-6492. Note: As of July 31, 2009: Dr. Carolyn Inch, A/Director at the same coordinates or c/o Louise LeBrun (613) 221-1472. Dr. Christine Stoneman (613) 990-0361; or Stephen J. Stephen, (613) 990-0292 NAAHP Science, DFO.
Initiative | Profile | Results achieved | Partners |
---|---|---|---|
Building Public Confidence in Pesticide Regulation and Improving Access to Pest Management Products | This initiative incorporates efforts of six federal government partners to increase public and stakeholder confidence in the pesticide regulatory system, protect public health and the environment and increase the competitiveness of the agri-food and forestry sectors. The CFIA is delivering two of the 13 programs:
A total amount of $5.1 million was allocated to the CFIA to cover these two programs over a seven-year period, beginning in 2002-03 and ending in 2008-09. |
The CFIA enhanced compliance testing in children’s foods. Greater than 98 per cent compliance was found in the randomly selected foods. The small sample size prevented the analysis of trends in commodity, brand name, residue or country of origin. The Agency implemented new inspection programs and updated documents and tools inspectors use in their daily operations to enhance the monitoring and enforcement of pesticide residue limits in fertilizers and pesticide guarantee verification in fertilizer-pesticide combinations. CFIA inspectors were trained on label verification and non-compliance follow-up procedures. Through work with the Pest Management Regulatory Agency, the CFIA also developed and updated the “Compendium of Fertilizer-Use Pesticides” and documentation for amending the Fertilizer Regulations to allow for the Compendium’s publication. |
Lead: Health Canada
|
Public Security and Anti-terrorism (PSAT) Initiative | In the 2001 Budget, the government allocated $7.7 billion in new funds for the PSAT initiative to enhance security for Canadians. As a contributing Agency, the CFIA will:
|
The CFIA enhanced capacity to conduct food inspections and to respond to pest and disease outbreaks in both the plant protection and animal health sectors. The Agency has enhanced its overall surveillance and detection activities through:
The CFIA has also enhanced its laboratory capacity and laboratory biosecurity through the development of business continuity plans and containment guidelines and improvement of laboratory infrastructure. |
Lead: Public Safety Canada
|
Avian and Pandemic Influenza Preparedness: Focus on Animal and Human Health Issues | A coordinated and comprehensive plan to address both avian and pandemic influenza was put in place starting in 2006. In 2006, under the umbrella of “Preparing for Emergencies”, the CFIA obtained $195 million over five years to enhance Canada’s state of AI preparedness. Canada’s Avian Influenza Working Group was established in 2006 to update policies, protocols, operating procedures and systems to enhance Canada’s state of preparedness—through collaborations and partnership— in five pillars of strategies and processes:
|
Specific project results details are available in Table 7 of the Public Health Agency of Canada’s 2008-09 Performance Report. |
Lead: Public Health Agency of Canada
|
Chemical, Biological Radiological and Nuclear (CBRN) Research and Technology Initiative (CRTI) | The events of September 11, 2001 moved the issues of counter-terrorism and national security to the forefront of the nation’s concerns. The CRTI represents the federal science community’s response and commitment to providing science solutions to these issues. Through the creation of laboratory networks across the federal government that collaborate with industry, academia and first responder communities, and through key research and technology development initiatives, the CFIA will provide new knowledge, technology and capacity necessary for CBRN prevention, preparedness and response. As well, the CFIA will continue to co-chair the biological cluster of federal laboratories with the PHAC. Current CRTI-related research initiatives include the following:
|
In 2008-2009, the CFIA improved the speed of its detection capability for AI and FMD. Research will continue to screen for multiple pathogens simultaneously and to readily cope with the evolution of new variant strains. The CAHSN achieved the following results: Objective: A national early warning surveillance system for animal disease threats to public health and the security of the food supply. Result:
Objective: A federal-provincial laboratory network for the rapid diagnosis of serious infectious animal diseases. Result:
Objective: An information-sharing network linking federal and provincial agencies and departments of animal and human health. Result:
|
Lead: National Defence
|
Canadian Regulatory System for Biotechnology (CRSB) | The CRSB aims to develop an efficient, credible and well-respected regulatory system that safeguards the health of all Canadians and the environment and permits safe and effective products. It does this by enhancing human resource capacity, improving the efficiency and effectiveness of the regulatory system, improving transparency and public awareness and increasing knowledge to improve decision-making. The CRSB will also continue to provide a bridge to adapt to emerging novel applications of biotechnology, as guided by the CDSR principles and by a strengthened horizontal governance mechanism for shared regulatory policy development and decision-making. |
The efficiency and effectiveness of the regulatory system has been improved with respect to horizontal governance of novel applications of biotechnology. |
Lead: Rotating (2008-2009 Health Canada)
|
Growing Forward – Food Safety System Recognition (The CFIA established a MoU with AAFC). | The Food Safety System Recognition initiative will provide government recognition of on-farm and post-farm food safety systems developed by national industry organizations. The CFIA will continue the development and delivery of food safety system recognition programs and provide scientific and technical advice to support Hazard Analysis Critical Control Points (HACCP)-based food safety system development.44 The four elements of this initiative are: |
A. On-Farm Food Safety Recognition Program
B. Post-Farm Food Safety Recognition Program
C. Scientific and technical support
D. Other activities in support of food safety system development
|
Lead: Agriculture and Agri-Food Canada |
Name of Horizontal Initiative: Roadmap for Canada's Linguistic Duality 2008-2013: Acting for the Future
Name of Lead Department(s): Canadian Heritage
Lead Department Program Activity: Promotion of inter-cultural understanding
Start Date of the Horizontal Initiative: April 1, 2008
End Date of the Horizontal Initiative: March 31, 2013
Total Federal Funding Allocation (start to end date): $1,110.10M
Description of the Horizontal Initiative (including funding agreement):
The Roadmap for Canada's Linguistic Duality 2008-2013: Acting for the Future (Roadmap) is a Government of Canada policy statement that includes a number of initiatives to strengthen and promote linguistic duality. Fourteen federal institutions have received funds for sectoral programs and activities related to official languages. The Roadmap contributes to the attainment of a strategic outcome for Canadian Heritage (Canadians have a sense of their Canadian identity) and to the Government of Canada's outcome (A diverse society that promotes linguistic duality and social inclusion).
Two key components of the Roadmap are the implementation of an accountability framework and a coordinated government-wide approach to official languages. The Roadmap is a component of the Official Languages Program (OLP), as defined and approved by the Committee of Deputy Ministers on Official Languages in December 2004.
Website: http://www.pch.gc.ca/pgm/slo-ols/pubs/08-13-LDL/index-eng.cfm
Shared Outcome(s):
Three levels of outcomes have been established.
Ultimate outcomes: Canadians enjoy the benefits of linguistic duality; live and work in communities that reflect Canadian values with respect to the use of English and French; and have access to government services in their language of choice.
Three intermediate outcomes:
Eight immediate outcomes:
Governance Structure(s):
The Minister of Canadian Heritage and Official Languages is responsible for the implementation of the Roadmap. The Official Languages Secretariat (OLS) (Canadian Heritage) supports the Minister of Canadian Heritage and Official Languages. With respect to roles and responsibilities, the OLS is responsible for developing and coordinating the results of the Roadmap. The OLS ensures that all information needed (financial and non-financial) is gathered and that the content of all logic models of the Roadmap's structure is taken into consideration. The OLS is also responsible for the complete implementation and the accountability framework for the Roadmap. This role was given to the OLS by the partners through the development of a Management Framework for the Roadmap, which outlines the activities and results structure, the governance structure, as well as the roles and responsibilities of departments and different interdepartmental committees, while also identifying the relevant operational issues concerning its horizontal implementation. The OLS also supports the governance of the OLP through various mechanisms and committees.
A governance structure has been established: to support the Minister of Canadian Heritage and Official Languages and to ensure that the Roadmap provides results for Canadians, the Committee of Assistant Deputy Ministers on Official Languages (CADMOL) was created. This committee acts on behalf of all federal departments, agencies and organizations, and partners in the Roadmap in a variety of ways: it supports the Minister of Canadian Heritage and Official Languages and all Ministers who have responsibilities under the Official Languages Act (OLA); it ensures leadership for managing the OLP, including the Roadmap, by making decisions and overseeing the coordination of partners' actions; and it guides the implementation of the Horizontal Results-based Management and Accountability Framework (HRMAF) and oversees the evaluation of the Roadmap. During CADMOL meetings, departments having specific responsibilities under the OLA (for instance, Canadian Heritage, Justice Canada, and the Canada Public Service Agency report on achievements that are specific to their mandate and describe the challenges and issues related to these responsibilities).
Three interdepartmental committees support CADMOL by providing recommendations. Firstly, the Interdepartmental Policy Committee (IPC) provides an information-sharing forum between partners to present a joint approach to strategic issues regarding the OLP. The Interdepartmental Management Committee for the Official Languages Program (IMCOLP) seeks to ensure that interdepartmental coordination of the OLP is formalized and structured, most notably by assessing the implementation of the OLP and strengthening the accountability process. The Coordinating Committee on Official Languages Research (CCOLR) ensures that official-languages research is coordinated. The committees may create working groups as needed to complete specific projects. For example, the Working Group on the HRMAF Revision (Working Group) was created in the summer of 2008.
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2008-09 | Actual Spending for 2008-09 | Expected Results for 2008-09 | Results Achieved in 2008-09 |
---|---|---|---|---|---|---|---|
Ultimate outcomes: Canadians enjoy the benefits of linguistic duality; live and work in communities that reflect Canadian values with respect to the use of English and French; and have access to government services in their language of choice. | |||||||
Intermediate outcome 1: Enhanced capacity of Canadians (English-speaking in Quebec and French-speaking across Canada) to live and work in vibrant communities in their language of choice. | |||||||
Immediate outcome 1.1: Continued and improved access to justice services in both official languages. | |||||||
Justice Canada | Justice, Policy, Legislation and Programs | Contraventions Act Fund Result for the 2008-2013 Roadmap: Improved capacity to carry on judicial activities and to deliver extrajudicial services related to federal contraventions in both official languages. |
47.46 | 4.73 | Negotiating agreements are multi-faceted processes that require close collaboration of provincial or territorial governments. The Department entered into negotiations with the Government of Newfoundland-Labrador. While no agreement has yet been signed with the Government of Newfoundland-Labrador, it is anticipated that this agreement will be in place during fiscal year 2009-2010. | ||
Internal Services | Contraventions Act Fund | 1.92 | 0.23 | N/A | |||
Justice, Policy, Legislation and Programs | Initiative of support to access to justice in both languages (new component: justice
training) Result for the 2008-2013 Roadmap: Increased capacity of partners and the Department to implement solutions relating to access to justice in both official languages. |
38.02 | 3.78 | The component called the Access to Justice in Both Official Languages Support fund was renewed with amended terms of reference. The new component on training in both official languages in the area of justice was created. The Pan Canadian Needs Analysis on Training on Both Official Languages in the area of Justice was realized. | |||
Internal Services | Initiative of support to access to justice in both languages (new component: justice training) | 1.89 | 0.08 | N/A | |||
Immediate Outcome 1.2: Continued and improved access to health services in both official languages. | |||||||
Health Canada | Canadian Health System Official language minority community development |
Training, Networks and Access to Health Services. Results for the 2008-2013 Roadmap: 1) Increased number of health professionals to meet health service needs of OLMCs in both official languages. 2) Increased coordination and integration of health services for OLMCs within institutions and communities. 3) Increased partnerships, interaction of networks in provincial, territorial health systems. 4) Increased awareness among stakeholders that networks are a focal point for addressing health concerns of OLMCs. 5) Increased dissemination and uptake of knowledge best practices to address health concerns of OLMCs. |
174.3 | 27.89 | The Terms and Conditions of the Contribution Program to Improve Access to Health Services
for Official Language Minority Communities have been extended by one year to enable the continuation of ongoing
Program activities in 2008-2009 during the transition year for the implementation of the Official Languages
Health Contribution Program. In 2008-2009, the "Training and Retention of Health Professionals" component generated 822 French- speaking student registrations in post- secondary health care training programs outside Quebec, and it was expected that 2,000 health professionals would receive language training in order to better serve the English-speaking community in Quebec. Networking activities have also continued in 2008-2009, for instance through the organization of meetings and other interactions with provincial/ territorial governments and various health care organizations, and through the organization of and participation in research symposiums. Moreover, work was done to develop new networks in Quebec in the Abitibi, Lower St. Lawrence, Laval and North Shore regions. Implementation of official languages health projects will start in 2009-2010. |
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Immediate Outcome 1.3: Improved social and economic development of official-language minority communities (OLMC). | |||||||
Canadian Heritage | Official Languages | Minority-Language Education - Component: Support to Second-Language and Minority-Language Education. Results for the 2008-2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages. 2) Increased access of OLMCs to quality education in their language in their milieu. |
280.0 | 56.0 | An additional investment of almost $50M to provinces and territories to offer educational programs and activities that promote access to a minority language education to almost 250,000 elementary and high-school students. | ||
Minority-Language Education - Component: Official-language Monitors Results for the 2008-2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages. 2) Improved access of OLMCs to a quality education in their language and milieu. |
5.2 | 1.04 | The number of participants in the Odyssée and Accent programs is maintained. These programs allow about 250 students to work as language assistants in minority-language classrooms. | ||||
Minority-Language Education - Component: Summer Language Bursaries Results for the 2008-2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages. 2) Improved access of OLMCs to a first-rate education in their language in their environment. |
1.7 | 0.35 | The additional contribution has helped to support the Destination Clic program, which helps almost 100 young Francophones outside Québec enrich their first language while discovering new communities in Canada. | ||||
Community vitality - Component: Youth Initiatives. Results for the 2008-2013 Roadmap: 1) More young Canadians have a practical knowledge of their second language. 2) Increased capacity of OLMCs to live in their own language in their milieu and increased access to a range of programs and services delivered in their language (especially for youth). |
10.5 | No expenses in 2008 - 2009 |
The program will be implemented in 2009-2010. | ||||
Community vitality - Component: Support to Official-language Minority Communities Result for the 2008-2013 Roadmap: Improved capacity of OLMCs to live in their own language in their milieu and improved access to a range of programs and services offered in their language. |
22.5 | 4.5 | Investment indicated in the Roadmap has permitted the improvement of programs to create, improve and deliver activities and services intended for OLMC that promote a sense of belonging, such as investments in organizations that support French-language culture and minority community medias. | ||||
Community vitality -Component: Intergovern-mental Cooperation. Result for the 2008-2013 Roadmap: Increased access of OLMCs to provincial, territorial and municipal services in the minority language. |
22.5 | 4.5 | Improvement of federal/provincial agreements on services of almost $4M. | ||||
Community vitality -Component: Cultural Development Funds Results for the 2008-2013 Roadmap: 1) Increased access to provincial, territorial and municipal services in the minority language. 2) Increased capacity of OLMCs to live in their own language in their milieu and increased access to a range of programs and services delivered in their language (especially in culture). |
14.0 | No expenses in 2008 - 2009 |
The program will be implemented in 2009-2010. | ||||
Human Resources and Skills Develop-ment Canada | Social Development | Strengthening NGOs' means for Early Childhood Development Result for the 2008-2013 Roadmap: The capacity of NGOs in early childhood in minority environment will be increased. |
4.0 | 0.8 | La Commission nationale des parents francophones (CNPF), which chairs and
coordinates the Table nationale en développe- ment de la petite enfance in official language minority communities (OLMC) is the sole recipient of grant funding under this initiative. The CNPF, in collaboration with the Table nationale en développement de la petite enfance in official language minority communities, developed a national action plan for implementing the National Framework for Collaboration on Early Childhood Development in Minority Francophone Communities in Canada. An environmental scan on French language services for families in OLMCs was conducted to help identify gaps and priorities as well as initiatives and tools required in early childhood development in OLMCs. Educational tools were developed and disseminated to centre-based settings in OLMCs--for example, Dream Big Little by Little, a simpleguide to building a francophone identity at home; a Guide on intersectoral collaboration; and the Summary for parents of the Convention on the Rights of the Child. |
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Skills and Employment | Family Literacy Initiative Result for the 2008-2013 Roadmap: Community stakeholders can act in the area of family literacy, and tools and support are available and used by those members of OLMCs who need them. |
7.5 | 0.18 | Consultations were carried out with key stakeholders to identify priority areas for action and to design the initiative accordingly. The Department approved two projects aiming to increase knowledge of factors that influence participation of new target client groups in family literacy programs. Grant agreements were put in place in March 2009 and projects are expected to be completed in the fall 2009. | |||
Social Development | Child Care Pilot Project Result for the 2008-2013 Roadmap: New knowledge on child care services for minority Francophone communities. |
13.5 | 2.6 | The project is to assess the impact of a French-language preschool program on linguistic
development and on the learning ability of young Francophone children living in minority Francophone communities.
The first of two years of preschool program delivery and assessment of the children's readiness for schooling
in French have been completed in the six participating minority Francophone communities: Saint John and Edmundston
(New Brunswick), Cornwall, Durham and Orleans (Ontario), and Edmonton (Alberta). The scope of the pilot project was extended to be able to measure the children's future achievements in school, 12 and 24 months after the end of the preschool program. Preliminary results will be available in the spring 2010. |
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Citizenship and Immigration Canada | Integration of French-speaking immigrants Maintain, develop and improve promotional events abroad and the resettlement of Francophone immigrants Consolidate existing support networks and enhance settlement services Language Instruction for Newcomers to Canada (LINC) |
Recruitment and integration of immigrants Result for the 2008-2013 Roadmap: French-speaking immigrants obtain reinforced services of establishment in OLMCs. |
20.0 | 3.03 | Organization of targeted promotional and recruitment events in Paris (France) and other
European cities where there are significant pools of potential Francophone immigrants. Destination Canada, an annual job fair in France and Belgium, organized by the Paris Mission's Immigration Services. Destination Canada in November 2008: 11,000 applications, 2,500 participants selected, 10 provinces, 2 territories, FCFA, RDÉE and 26 employers. Other information and promotional sessions: 55 sessions, 3,840 participants. Four fairs: 1,098 visitors in the stands. Recruitment of Francophone refugees: 260 individuals selected. Raising the provinces' awareness of Francophone immigration. Presentations by the Immigration Manager at the Embassy of Canada in Paris (France) and by an official from the French government agency, Pôle emploi international, during the meeting of the federal-provincial economic working group. Over 90 contribution agreements (for reception, orientation, client needs assessment, language training, needs review, community and newcomer awareness, access to labour market, matching, childcare services for language training) with 50 Francophone service providers were signed under the settlement program. Three networks set up in Ontario (north, centre-southwest, east) and new settlement services in Francophone schools in Windsor, Edmonton, Halifax and BC. Free language instruction (LINC) and Enhanced Language Training (ELT) for newcomers to Canada provided in French in Ottawa and New Brunswick. Data on the number of registered students who have completed the course(s) is not available at this time. |
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Canadian Heritage | Official Languages Broadcasting Policy and Programs |
CTRC Study Results for the 2008-2013 Roadmap: 1) CRTC report is issued on the availability and quality of broadcasting services to English and French linguistic minority communities in Canada. 2) The findings of the report will inform policy and decision-making on the availability and quality of broadcasting services in English and French linguistic communities in Canada. |
Non- monetary |
N/A | In response to legislation by order in council, the CRTC published a report on March
30, 2009 on the accessibility and quality of broadcasting services offered to Anglophone and Francophone communities
in Canada. The report's results will inform policy and decision- making on broadcasting services offered to Anglophone and Francophone minority communities of Canada. The Government will continue to ensure that its policies and programs meet the needs of official language minority communities, particularly those pertaining to interactive digital media, as indicated in the announcement of the Canada Media Fund. In its report, the CRTC committed itself to analyzing, through its decision- making process, the effect of its decisions on official language minority communities. |
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Atlantic Canada Opportuni-ties Agency | Community Development | Support to francophone immigration in New Brunswick Result for the 2008-2013 Roadmap: Enhanced capacity to support francophone immigration in New Brunswick. |
10.0 | No expenses in 2008 - 2009 |
The program will be implemented in 2009-2010. | ||
Industry Canada -FedNor | Community, Economic and Regional Development (of Ontario) | Economic Development Initiative Results for the 2008-2013 Roadmap: 1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses. 2) Greater understanding of economic issues of OLMCs |
10.5 | FedNor 0.10 FedNor (Cash Management 0.10) Industry Canada 0.03 Total: 0.23 |
Delivery mechanisms for the initiative are in place. Updated data to facilitate micro-economic analysis and research (2006 Census). |
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Industry Canada -Indian and Northern Affairs Canada (INAC) | Northern Economy | 0.4 | No expenses in 2008 - 2009 |
Made stakeholders aware of funding available for 2009-2010 | |||
Economic Develop-ment (CED) for Quebec regions | Economic Development | Economic Development Initiative Results for the 2008-2013 Roadmap: 1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses. 2) Greater understanding of the economic issues of OLMCs. |
10.2 | 0.16 | Implementation of the Economic Development Initiative of the Roadmap for Canada's Linguistic
Duality: Acting for the Future. Funding granted to two projects aiming to promote economic development of English-speaking communities in Quebec. |
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Western Economic Diversifi-cation Canada | Research and Analysis Community Economic Planning, Development and Adjustment Business Development and Entrepreneur-ship Innovation |
Economic Development Initiative Results for the 2008-2013 Roadmap: 1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses. 2) Greater understanding of economic issues of OLMCs. |
3.2 | 0.17 | Western Economic Development worked to implement the Economic Development Initiative (EDI), and one project was approved in Manitoba Region. The project will support innovation in a Francophone educational institution, Le College Universitaire de Saint-Boniface, by contributing to the acquisition of new equipment and laboratory technologies for the Multimedia Communications Program of its Science Faculty. | ||
Atlantic Canada Opportuni-ties Agency | Community Development | Economic Development Initiative Results for the 2008-2013 Roadmap: 1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses. 2) Greater understanding of the economic issues of OLMCs. |
6.2 | No expenses in 2008 - 2009 |
The program will be implemented in 2009-2010. | ||
Human Resources and Skills Develop-ment Canada | Skills and Employment | Enabling Fund for Official-Language Minority Communities Results for the 2008-2013 Roadmap: 1) Contribute to synergies among Government of Canada programming relevant to OLMCs; Contribution recipients are informed and contribute to knowledge building and program/policy issues; Knowledge shared among federal partners, contribution recipients and OLMCs. 2) Program results are available to inform management and program policy issues. 3) OLMCs' access to Government of Canada programs and services. 4) Collaborative arrangements. |
69.0 | 12.0 | Fourteen agreements were signed with the delegated organizations in the official languages
minority communities (OLMCs) that represent the Réseau de développement économique et d'employabilité
or the Community Table, one for each province and territory and one at the national level. Community projects were implemented in OLMCs, such as feasibility studies to support employability and entrepreneurship. The Enabling Fund has leveraged resources from other levels of government and the private and non-profit sectors to support the delivery of the program in OLMCs. For example, Community Table-CEDECs (Quebec) generated $1.6M in additional funding from other sources. Memoranda of Understanding between federal institutions and community partners were signed with both representatives from Anglophone and Francophone minority communities. The Memoranda of Understanding will help leverage funding and increase cooperation among federal partners to support OLMCs in the areas of human resources and economic development. |
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Intermediate Result 2: Increased proportion of Canadians who are aware of the benefits and have the necessary tools to appreciate linguistic duality. | |||||||
Immediate Result 2.1: Strengthened capacity of language industries. | |||||||
Public Works and Government Services Canada | Linguistic Services Linguistic Stewardship | University Scholarships Program in Translation Result for the 2008-2013 Roadmap: Scholarships help encourage students to pursue post-secondary studies in translation, interpretation and terminology. |
8.0 | 0.10 | Ensure funding for PWGSC initiatives under the Roadmap. Hold consultations with key language sector stakeholders. Develop terms and conditions of the new Canadian Language Sector Enhancement Program (composed of the Language Industry Initiative and the University Scholarships Program in Translation). Set up a Program management team. |
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Public Works and Government Services Canada | Linguistic Services Linguistic Stewardship |
Language Industry Initiative Result for the 2008-2013 Roadmap: Funded projects help enhance the capacity, diversity and effectiveness of the language sector. |
10.0 | 0.41 | Ensure funding for PWGSC initiatives under the Roadmap. Hold consultations with key language sector stakeholders. Develop terms and conditions of the new Canadian Language Sector Enhancement Program (composed of the Language Industry Initiative and the University Scholarships Program in Translation). Set up a Program management team. |
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National Research Council of Canada | Information Technologies | Languages Technologies Research Centre Results for the 2008-2013 Roadmap: 1) Collaboration with key partners in the implementation of an R&D strategy responsive to industry needs. 2) Innovative tool prototypes for the support of translation and the creation and management of multilingual and multicultural content. Transfer of knowledge and technology |
10.0 | 2.02 | COLLABORATIONS Eight collaborative projects completed, totalling $830,270 for 2008-2009 (details below). Third year of collaboration with SRI International (California) and other partners as part of the US Defense Advanced Research Projects Agency (DARPA)'s GALE project. NRC is participating in GALE project experiments using its statistical machine translation system (PORTAGE) and by working with similar systems in laboratories around the world. These experiments help us improve the PORTAGE technology. Value: US$359,031 (NRC revenue only) for 2008-2009. Second year of collaboration with the SMART consortium as part of the European Union's IST program. NRC is participating as an expert on statistical machine translation and provides its PORTAGE system as a reference model. This partnership allows us to work with European experts in machine learning (which includes statistical machine translation). Value: $98,070 (NRC in-kind) for 2008-2009. Collaborated with two companies to develop management functionalities for multilingual content in TikiWiki software. Value: $235,000 (NRC in-kind and revenue) for 2008-2009. Collaborated with the Government of Ontario on the use of an innovative terminology tool developed by NRC. Value: $29,000 (in-kind) for 2008-2009. Launched a PORTAGE and PORTAGE-SYSTRAN pilot project with the International Labour Office (ILO-BIT, UN, Geneva, CH). Value as of March 31, 2009: $25,000 (in-kind). Completed PORTAGE pilot project with a private translation firm. Value as of March 31, 2009: $20,000 (in kind). Completed one pilot project for the hybrid machine translation system PORTAGE-SYSTRAN with a private translation firm. Value: $15,000 (in-kind). Provided access to PORTAGE technology for the SISTIL project run by LGS (IBM) and funded through the Government of Quebec's regional program ACCORD. Value: $5,000 (in-kind) for 2008-2009. RESEARCH AND DEVELOPMENT 2008-2009 Filed one new patent application. Hosted four visiting researchers. Received and trained four students (PhD, Master's and undergraduate). Published eight scientific papers. Organized two symposiums. Chaired international conference program sub-committee. Participated on 14 editorial boards for scientific journals. Participated in 11 international conferences. Participated in two national conferences. Held four positions of various editorial responsibilities with international research journals. Performed 12 re-readings for international research journals. Performed 12 readings for international conferences. Participated on five national committees other than conference organizing committees. Assessed five research proposals for national organizations. Assessed four research proposals for international organizations. TRANSFER Issued one commercial licence for NRC's PORTalign technology (word alignment software) to Multicorpora R&D, which used it to create WordAlign™. NRC generated $5,000 in revenue (licensing fees) for 2008-2009. Issued four evaluation licences for statistical machine translation software (PORTAGE) to companies to assess how well this technology can be used in the private sector. Issued seven research licences to Canadian universities (five for statistical machine translation software (PORTAGE) and two for document categorization and classification software (CATÉGO, FACTO) to train university staff highly qualified in these areas. Transferred three test corpora for machine translation: two to companies and one to a university. Value: supports testing of NRC technology by its partners. OTHER COLLABORATIVE ACTIVITIES IN 2008-2009 Conducted nine presentations on activities being carried out by IIT-Gatineau. Organized two external national conferences, workshops or seminars. Participated in eight meetings of various committees of the Language Technologies Research Centre (LTRC-CRTL), Language Industry Association (AILIA) and the ACCORD program (with several NRC employees attending some of the meetings). Participated in AILIA's annual fair. |
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Immediate Result 2.2: Improved knowledge and use of both official languages. | |||||||
Public Works and Government Services Canada | Linguistic Services Linguistic Stewardship | Government of Canada Language Portal Result for 2008-2013 Roadmap: Canadians have better access to quality language resources in both official languages. |
16.0 | $1.19 | Ensure funding for PWGSC initiatives under the Roadmap. Purchase upgraded server infrastructure for hosting of Termium free of charge. Develop and host Language Portal website. Establish maintenance agreements for Language Portal website and Termium infrastructure. Ensure compatibility of Termium with Common Look and Feel 2.0 standards. Make necessary changes to Termium to enable dissemination free of charge over the Internet. Revise and adapt 244 language-related articles. Revise and adapt 14 Writing tools. Revise and adjust 13 Linguistic games. Establish a project management team. |
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Canada School of Public Service | Foundational learning Official Languages Learning Language retention services |
Expanding Universities' Access to Language Learning Result for the 2008-2013 Roadmap: Increased access to language training products by Canadians through new partnerships with Canadian universities. |
2.5 | No expenses in 2008 - 2009 |
The program will be implemented in 2009-2010. | ||
Canadian Heritage | Official Languages | Minority-Language Education - Component: Support to Second-Language and Minority-Language
Education. Results for the 2008-2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages. 2) Increased access of OLMCs to quality education in their language in their milieu. |
190.0 | 38.0 | This investment has allowed the provinces and territories to improve their programs and activities that promote the learning of French and English as a second official language for over 2.4 million students, including 295,197 in French Immersion. | ||
Canadian Heritage | Official Languages | Minority-Language Education - Component: Summer Language Bursaries Results for the 2008-2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages. 2) Improved access of OLMCs to a first-rate education in their language in their environment. |
38.3 | 7.66 | Almost 7,700 scholarship holders take advantage of the Explore program, which offers a cultural exchange that helps learners perfect their comprehension of their second official language. | ||
Canadian Heritage | Official Languages | Minority-Language Education - Component: Official-language Monitors Results for the 2008-2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages. 2) Improved access of OLMCs to a quality education in their language and milieu. |
14.8 | 2.96 | The amount of participants in the Odyssée and Accent programs is maintained. These programs allow about 800 students to work as language assistants in second-language classrooms across the country. | ||
Canadian Heritage | Official Languages | Youth Initiatives - Promotion of the linguistic duality Result for the 2008-2013 Roadmap: More young Canadians have a practical knowledge of their second language. |
2.0 | No expenses in 2008 - 2009 |
The program will be implemented in 2009-2010. | ||
Immediate Result 2.3: Improved access to cultural expressions of both linguistic groups. | |||||||
Canadian Heritage | Cultural Industries | National Translation Program for Book Publishing Result for the 2008-2013 Roadmap: Improved access to cultural expressions of both linguistic groups. |
5.0 | No expenses in 2008 - 2009 |
The program will be implemented in 2009-2010. | ||
Canadian Heritage | Cultural Industries | Musical Showcase Program for Artists from Official-language Communities Result for the 2008-2013 Roadmap: Improved access to cultural expressions of both linguistic groups. |
4.5 | 0.5 | More than 20 musical showcases of regional, national and international size have been funded, ensuring that the objectives of the initiative have been reached. | ||
Intermediate Result 3: Strengthening capacity of the Government of Canada relating to official languages. | |||||||
Immediate Result 3.1: Reinforced coordination for the Official Languages Program (OLP). | |||||||
Justice Canada | Legal Services to Government | Accountability and Coordination Framework Result for the 2008-2013 Roadmap: Support to Ministers with statutory or sectoral responsibilities for official languages and to work with them. |
2.18 | 0.33 | Legal opinion and advice services for federal institutions: 120 informal and 45 formal
opinions; three framework opinions on horizontal issues. Monitoring, meetings, conferences, training sessions and tools: five courses offered; one major conference organized (being held in 2009-2010); 10 presentations on specific issues. Tools distributed: three summary reports on language rights cases; three memos on decisions--FFT, SANB, and Caldech. Meetings: Committee of Assistant Deputy Ministers on Official Languages--seven meetings; Council of the Network of Official Languages Champions--six meetings; participation in the work of the Departmental Advisory Committee on Official Languages. Two meetings of the Practice Group; two high-profile cases managed horizontally--SANB and Caldech. |
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Justice Canada | Internal Services | Accountability and Coordination Framework | 0.15 | 0.03 | N/A | ||
Canadian Heritage | Official Languages | Accountability and Coordination Framework Results for the 2008-2013 Roadmap: 1) The Government of Canada has official languages strategies. 2) The partners are supported in the implementation of their official languages initiatives. 3) The quality of information on results (financial and non-financial) provided by the partners is improved. 4) The results of the research on official languages are communicated to the partners. 5) The Minister of Official Languages is advised on official languages files. |
13.5 | 1.91 | Development of the new official languages strategy of the Government of Canada: the
Roadmap for Canadian Linguistic Duality 2008-2013: Acting for the Future and distribution of a 20-page publication. Update of OLS website. Presentation of two Treasury Board submissions in cooperation with the 14 Roadmap partners. Development of a Horizontal Results-based Management and Accountability Framework (HRMAF) to support the implementation of the Roadmap initiatives. The HRMAF includes a performance measurement strategy, a risk management analysis, an evaluation strategy and a reporting strategy. It also defines the structure of activities and results, the governance structure, and the roles and responsibilities of partners. The implementation of a performance measurement strategy will contribute to improve the quality of information on results provided by the partners. Coordination and presentation of some results of research on official languages to partners. The first workshop of the 2008 Symposium follow-up meeting was held on March 2009. The OLS gave advice and counsel on a continual basis to the Minister responsible for Official Languages in using briefing notes and organizing meetings. |
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Immediate Result 3.2: Reinforced linguistic duality in federal public service. | |||||||
Office of the Chief Human Resources Officer[1] | Policy Direction - Partnerships and Integration Program Integrity and Sustainability Program |
Centre of excellence Result for the 2008-2013 Roadmap: Linguistic duality is reinforced in the federal public service. |
17.0 | 3.4 | Began reflecting on ways to modernize policy instruments and will continue discussing
this issue next year. Processed 26 interpretation requests. Provided feedback on 10 policy instruments from other policy centres. Processed approximately 2,500 opinion, advice and information requests. Held 81 information sessions. Gave 12 workshops. |
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Strategic Services Program | Organized 37 awareness activities. Organized five special events. Organized one conference for the Network of Champions. Organized three sessions for the Champions. Organized one meeting with a Champion. Organized one Good Practices Forum. Discussed a new method of collaborating with the Champions and will implement this new method next year. Discussed a new method of collaborating with the advisory committees and a new method will be implemented incrementally. Set up one working group as part of the new approach of collaboration. Held three DACOL meetings. Held two CCACOL meetings. |
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Integrity and Sustainability Program | Requested approximately 180 annual reviews for 2007-2008 and received 155 for 2007-2008
in 2009. 2006-2007 Annual Report tabled in March 2009. |
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Total | 1,110.1 | 180.79 |
[1] In February 2009, the Office of the Chief Human Resources Officer was created. It aggregates the Canada Public Service Agency and some parts of Treasury Board Secretariat related to compensation and human resources.
Comments on Variances: In the previous 2008-2009 RPP, we were not able to fill cell 14 (Planned Spending for 2008-2009) and cell 16 (Expected Results for 2008-2009) because the Roadmap for Canadian Linguistic Duality: Acting for the Future was only announced on June 19, 2008.
Results to be achieved by non-federal partners (if applicable): N/A
Contact information: Geneviève Postolec (819) 934-9196
Name of Horizontal Initiative: 2010 Olympic and Paralympic Winter Games--Delivering on Our Commitments
Name of Lead Department(s): Department of Canadian Heritage
Lead Department Program Activity:
PA2 - Sustainability of cultural expression and participation
PA7 - Participation in community and civic life
Start Date of the Horizontal Initiative: Fiscal year 2003-04
End Date of the Horizontal Initiative: March 31, 2012
Total Federal Funding Allocation (start to end date): $597.1M
Description of the Horizontal Initiative (including funding agreement):
The Government of Canada is a key partner in the 2010 Winter Games. The 2010 Federal Secretariat within the Department of Canadian Heritage works horizontally to support and promote federal engagement in the planning and delivery of the Games, including the provision of high-quality essential federal services, as well as capital and legacy funding. The Secretariat works with its partners and stakeholders to leverage the Games as an opportunity to advance public policy objectives, establish lasting legacies, and derive maximum benefit for all Canadians. (www.canada2010.gc.ca)
Shared Outcome(s):
Early planning and seamless, cost-effective delivery of mandated federal responsibilities, including federal essential services (security, entry of individuals, etc.), will contribute to high-quality 2010 Winter Games.
Governance Structure(s):
The 2010 Federal Secretariat, under the leadership of the Deputy Minister of Canadian Heritage, supports the Framework for Federal Coordination (FFC). The FFC is the primary mechanism for promoting horizontal management of the Winter Games. This governance structure consists of three levels:
In addition, an Essential Federal Services Committee (EFS Committee) has been established under the authority of the RWG to support, promote, coordinate and monitor seamless planning of essential federal services.
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2008-09 |
Actual Spending for 2008-09 |
Expected Results for 2008-09 |
Results Achieved in 2008-09 |
---|---|---|---|---|---|---|---|
Canadian Heritage | Sustainability of cultural expression and participation. Participation in community and civic life. | Venues - Sport Hosting Program Paralympics -Sport Hosting Program Opening Ceremony - Celebration and Commemoration Program Live Sites - Celebration and Commemoration Program and Cultural Spaces Canada Program Torch Relays - Celebration and Commemoration Program Secretariat Operation & Management -2010 Olympic and Paralympic Winter Games Federal Secretariat |
442 | 62.7 | Venues: 24.8 Paralympics: 5.1 Opening Ceremony: 2.6 Live Sites: 2.9 Torch Relays: Nil Secretariat Operation & Management: 6.3 Total: 41.7 |
Positive domestic and international exposure. Canada has established sport, social and cultural legacies. | The 2010 FS played a pivotal role in enhancing the Government of Canada's profile during
the Beijing 2008 Summer Olympic and Paralympic Games. The 2010 FS collaborated with both the Beijing and Vancouver
Games Organizing Committees to develop programming for federal departments participating in the Official Observer
Programs, which are key components of the Olympic Games Knowledge Management Program led by the International
Olympic Committee. The 2010 FS developed the Beijing 2008 Olympic and Paralympic Summer Games Observer Program
Report to document lessons learned and best practices for use in planning the delivery of federal services during
the Vancouver 2010 Olympic and Paralympic Winter Games. Organized and delivered one-year countdown events for
the 2010 Olympic & Paralympic Winter Games. The 2010 FS re-launched Canada2010.gc.ca, the Government of Canada's 2010 Winter Games website. The 2010 FS developed and distributed additional promotional items for the 2010 Olympic and Paralympic Winter Games. Canadian Heritage finalized contribution agreements with VANOC for venue construction, Opening Ceremonies, and Paralympic Games operations. Four other contribution agreements were established with the City of Vancouver and the Resort Municipality of Whistler to establish Celebration Sites during the Games. |
Security Group Sol. Gen. (RCMP) Public Safety & Emergency Preparedness Canada (PSEPC) Department of National Defence (DND) Canadian Security Intelligence Agency (CSIS) Public Health Agency of Canada (PHAC) |
N/A | Police and Security | 87.5 | Due to national security implications, the Security Group has asked for this information not to be released. | Vancouver 2010 Integrated Security will continue functional planning of air security,
marine security, road-based security, venue security, and exercise detailed planning. It is expected to
be completed this year. Major security facilities for games operations are being identified and secured as well as integrated command and control structures. Detailed functional venue planning will continue into the Standard Operating Procedures phase. Vancouver 2010 Integrated Security will also be working with planners from London 2012, integrating best practices; an overview presentation will take place with the Beijing 2008 Summer Games Security Committee. |
Plans continue to be refined and tested, and planning includes participation of all stakeholders and partners. | |
Canadian Border Services Agency (CBSA) | Efficient and effective border management that contributes to the security and prosperity of Canada. | Security | 15.8 | 1.8 | 1.8 | Operational and logistical planning in preparation for the 2010 Winter Games. | The CBSA's Olympic and Paralympic Task Force was formed in October 2008 to lead the
national and Pacific Region efforts to ensure that we are in the strongest possible position during the Games
and participate effectively in the central coordinating infrastructure that has been established at the Privy
Council Office. Development of operational and contingency plans is well underway to ensure that sufficient processes and resources will be in place to deal with increased volumes of travellers and goods. Implementation of a rigorous project management framework that tracks all project deliverables and expected completion dates. Continuing to build strong partnerships with other federal government departments, the Vancouver Organizing Committee and key partners and stakeholders. Olympic Federal Coordination Issue Clusters participation. |
Citizenship and Immigration (CIC) | Maximum contribution to Canada's economic, social and cultural development from migration. | Temporary Resident Program | 5.0 | 0.6 | 0.5 Salary: 0.4 (including Employee Benefit Plan, excluding Public Works & Government Services Canada (PWGSC) Accommodation) Non-Sal: 0.1 |
Regulatory and policy changes for the accreditation process of Olympic athletes and officials. Input to design, creation and handling of the Olympic Identification and Accreditation Card (OIAC). Continued operational and logistical planning. | Delivery of regulatory and policy changes for the accreditation process of Olympic athletes and officials. Provided input for finalization of design, creation and handling of the Olympic Identification and Accreditation Card (OIAC). Defined selected operational and logistical plans. |
Human Resources & Skills Development Canadian (HRSDC) | Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning. | Foreign workers and immigrants | 1.3 | 0.4 | 0 | The entry of foreign workers is incorporated into the larger nationwide Foreign Worker Program. | The entry of foreign workers is incorporated into the larger nationwide Foreign Worker Program. |
Health Canada (HC) | Reduced health and environmental risks from products and substances, and safer living and working environments. | Healthy environments and consumer safety Health Protection of Foreign Dignitaries Health Protection of traveling public Health Protection of Public Servants |
2.6 | 0.55 | IPP O&M $62k Salaries $17k |
Meet stakeholders to identify requirements. Creation of a Health Canada Network. Creation of Health Canada operational team including lead environmental health officer, nurse, paramedic and physician. Finalize agreements with stakeholders. |
A total of about $230K has been incurred in expenditures by the Workplace Health and Public Safety Program-- Internationally Protected Persons Program (WHPSP--IPP). However, the Treasury Board Secretariat funding in question was never transferred to our Program. |
Environment Canada (EC) | Improved knowledge and information on weather and environmental conditions influence decision-making. | Environment Canada - Meteorological Service of Canada - Weather and Environment Operations - MSC Operations Pacific and Yukon | 9.3 | 1.5 | 1.79 | Forecaster training and supporting technologies for Olympic weather services to be implemented. | Forecaster training complete, successful delivery of event forecasts during 2009 winter
events. Installation and calibration of all monitoring technology complete, including Doppler radar. Dedicated sessions at American Meteorological Society 2009 and Canadian Meteorological and Oceanographic Society 2008 conferences with presentations covering monitoring science and forecasting at the Games. Engagement with Emergency Measures Organizations (EMO) and participation in Exercise Silver (a pre-Games security test exercise). Engagement with VANOC, other levels of government and other federal departments to ensure integrated planning. Engagement with public, media, and industry toward the preparation of weather and climate services for external stakeholders for 2010. Examples: new weather office pages, webcasting online, weather support for the Torch Relay, new Whistler weather radio installation. Under the World Weather Research Program an international Research Development Project (SNOW V-10) on winter snowcasting in complex terrain has been initiated and will provide a scientific legacy. |
Canadians adopt approaches that ensure the sustainable use and management of natural capital and working landscapes. | Environment Canada - Pacific and Yukon -Sustainability Division | 2.6 | 0.5 | 0.49 | Partnerships with other federal departments, Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games (VANOC) and the Province of BC are advanced in order to ensure that Sustainability principles are integrated into 2010 Winter Games planning & operations. Opportunities for showcasing sustainability innovation are identified. | Coordinated the development and deployment of the 2010 Greening Government Toolkit
for federal government employees, in partnership with PWGSC and the Pacific Federal Council. Identified environmental
sustainability initiatives, best practices and lessons learned from the Beijing 2008 Games and incorporated
into sustainability planning for 2010. Coordinated the development of an inventory of federal 2010-related sustainability
innovations. Organized a Government of Canada sustainability exhibit at the World Conference on Sport and the
Environment (WCSE), hosted by VANOC in Vancouver, March 29-31, 2009. Provided support and guidance to a VANOC-directed
video that will promote the sustainability story of the 2010 Winter Games. Co-hosted with VANOC a partners'
workshop on sustainable/ Aboriginal procurement to identify and share best practices and opportunities to advance sustainability objectives. Participated in VANOC's "Sustainability Star" program to select 2010-related sustainability initiatives for recognition. Provided input to the socio-economic impact study on the 2010 Games being conducted by Price Waterhouse Coopers. Initiated work with other federal departments to develop a federal plan for offsetting federal Games-related carbon emissions. |
|
Efficient and effective environmental assessments | Environment Canada - Environmental Stewardship Branch - Environmental Protection Operations - Pacific & Yukon Environmental Protection Operations - Environmental Assessment and Marine Programs | 1.5 | 0.2 | 0.12 | Environmental assessments (EA) and follow-up activities completed. | Completed follow-up activities related to 2010 project EAs. | |
Fisheries and Oceans | Healthy and productive aquatic eco-systems. | Habitat management | 0.8 | 0.1 | 0.1 | Environmental assessment work conducted as required. | Permitting, advice and monitoring for the Sea to Sky Highway Upgrade and the Callaghan Valley Nordic Centre. Continued to advise on the Whistler Downhill Venue, Whistler Athlete's Village, Cypress Snowboarding Venue and Legacy trails associated with the Nordic Venue. |
Total | 597.1 (includes 2.7 for PHAC in non-security funding and 26.0 for the Canadian Tourism Commission) | 68.35 | 46.73 |
Comments on Variances:
For Canadian Heritage, the major difference in planned spending is due to project delays on capital construction of the celebration sites. Vancouver delayed due to the Environmental Assessment process and Whistler due to budget and scope.
HRSDC did not pursue the Treasury Board submission to receive incremental funding under the horizontal initiative. Any activities related to the 2010 Winter Games are being funded from their A-base funding.
Results to be achieved by non-federal partners (if applicable):
The activities taken by non-federal partners of the 2010 Olympic and Paralympic Winter Games are critical to its success. Each of these partners has provided information on the results of their activities on their respective websites.
Contact information: Karen Mackarous (613) 949-7816
Name of Horizontal Initiative: Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime—formerly the National Initiative to Combat Money Laundering
Name of Lead Department(s): Department of Finance Canada
Lead Department Program Activity: Economic and Fiscal Policy Framework
Start Date of the Horizontal Initiative: June 2000
End Date of the Horizontal Initiative: 2009–10
Total Federal Funding Allocation (start to end date): $429,006
Description of the Horizontal Initiative (including funding agreement): The National Initiative to Combat Money Laundering (NICML) was formally established in 2000 as part of the government's ongoing effort to combat money laundering in Canada. Legislation adopted that year, the Proceeds of Crime (Money Laundering) Act (PCMLA), created a mandatory reporting system for suspicious financial transactions, large cross-border currency transfers, and certain prescribed transactions. The legislation also established the Financial Transactions and Reports Analysis Centre of Canada (FINTRAC) to collect and analyze these financial transaction reports and to disclose pertinent information to law enforcement and intelligence agencies. In December 2001, the PCMLA was amended to include measures to fight terrorist financing activities and renamed the Proceeds of Crime (Money Laundering) and Terrorist Financing Act (PCMLTFA).
The NICML was expanded and is now known as Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime. In December 2006, Bill C-25 amended the PCMLTFA to ensure Canada's legislation remains consistent with international anti-money laundering and anti-terrorist financing standards as set out by the Financial Action Task Force (FATF) and is responsive to areas of domestic risk. Amendments include enhanced client identification requirements, the creation of a registration regime for money services businesses, and the establishment of an administrative and monetary penalties regime to deal with lesser infractions of the Act.
Shared Outcome(s): To detect and deter money laundering and the financing of terrorist activities, and to facilitate the investigation and prosecution of money laundering and terrorist financing offences.
Governance Structure(s): Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime is a horizontal initiative involving both funded and non-funded partners. The funded partners include the Department of Finance Canada, the Department of Justice Canada, the Public Prosecution Service of Canada, FINTRAC, the Canada Border Services Agency (CBSA), the Canada Revenue Agency (CRA), and the Royal Canadian Mounted Police (RCMP); non-funded partners include Public Safety Canada (PS), the Office of the Superintendent of Financial Institutions (OSFI), Foreign Affairs and International Trade Canada, and the Canadian Security Intelligence Service (CSIS). An interdepartmental ADM-level group and a working group, consisting of all partners and led by the Department of Finance Canada, have been established to direct and coordinate the government's efforts to combat money laundering and terrorist financing activities.
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned
Spending for 2008-09 |
Actual
Spending for 2008-09 |
Expected
Results for 2008-09 |
Results
Achieved in 2008-09 |
---|---|---|---|---|---|---|---|
Department of Finance Canada | Financial Sector Policy | Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime | 3,000 | 300 | 316 |
Consultations with public- and private-sector stakeholders to refine regulatory proposals; Published regulations pursuant to the amended PCMLTFA; and Effective oversight of Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime. |
Consultations with public- and private-sector stakeholders
are ongoing. A public-private sector advisory committee was
established to facilitate discussions among private and
public sector members of the Regime. Consultations were also held with the real estate and credit union centrals sectors regarding regulatory amendments. One set of regulatory amendments to the PCMLTFA, which applied to real estate brokers and agents, were published in 2008–09. The amendments address some of the industry's concerns and clarify some of the provisions that came into force in June 2008. The Department of Finance Canada continues to lead the Regime and make available avenues to address policy and operational issues to ensure Canada has an effective Anti-Money Laundering and Anti-Terrorist Financing Regime. |
Department of Justice Canada | The National Initiative to Combat Money Laundering |
Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime |
9,300 | 100 | 100 | The Criminal Division of the Department of Justice Canada plays a significant role in the Regime. For 2008–09, it is anticipated that the Criminal Division will use the resources it receives to carry out work related to the FATF, including attending FATF-related international meetings, which will total five over the relevant period. Attendance at the meetings is of particular importance during 2008, because Canada's Anti-Money Laundering and Anti‑Terrorist Financing Regime is being evaluated this year against the FATF's 40 + 9 recommendations and the presence of the Division is necessary to ensure proper discussions of the Canadian evaluation report. In addition, the Criminal Division will be the relevant authority to respond to all legal issues that develop out of that evaluation. Resources will also be allocated to ensure the Criminal Division's continued involvement in policy development relating to money laundering and terrorist financing. Finally, the Human Rights Law Section will receive money to deal with any ancillary constitutional issues raised during prosecutions. |
Expected results were achieved. In addition, the Department of Justice Canada provided updates to the FATF with regard to the Canadian mutual evaluation. |
Public Prosecution Service of Canada (PPSC) | Addressing criminal issues to contribute to a safer world for Canada | Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime |
6,900 | 2,300 | 2,269 | The Public Prosecution Service of Canada (PPSC) plays a significant role in the regime. For 2008–09, it is anticipated that information provided to law enforcement by FINTRAC will result in more prosecutorial legal advice being provided to law enforcement. It will also result in additional charges being laid for money laundering and terrorist financing offences and thus result in an increased workload for prosecutors. The PPSC also has responsibilities related to the PCMLTFA. The planned work includes applications for production orders, increases in border seizure and forfeiture work associated with suspected proceeds of crime, and prosecutions related to offences against the Act. In addition, resources will be used for training of law enforcement personnel and prosecutors and for the development and coordination of policy as it relates to money laundering and terrorist financing. Finally, PPSC resources will carry out work related to the FATF, including attending a FATF meeting. | In 2008–09, the PPSC dealt with a number of files that contained a charge of money laundering or terrorist financing under the Criminal Code (CC)or a charge under the PCMLTFA. Specifically, the PPSC opened 45 new files that included 69 money laundering charges under the CC and 1 charge under the PCMLTFA. In addition, Crown counsel worked on 74 carry-over files that contained 246 charges of money laundering and 5 charges of terrorist financing under the CC and 7 charges under the PCMLTFA. The PPSC recorded pre-charge advice and legal support in almost a quarter (24 per cent) of these new and carry-over files. Over this time period, PPSC counsel provided formal as well as ad hoctraining to police over the course of their investigations. PPSC counsel also obtained 12 production orders under section 60 of the PCMLTFA. |
Financial Transactions Reports Analysis Centre of Canada | Collection, analysis, and dissemination of financial information | Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime | 266,591 | 38,595 | 40,256 | Technology-driven financial intelligence analysis and case disclosures, which are widely used by law enforcement and intelligence agencies, and a program that fosters compliance by the reporting entities. Implementation of amendments contained in Bill C‑25 |
In 2008–09, FINTRAC had a large increase in the
number of case disclosures of financial intelligence made
to law enforcement agencies and national security agencies.
This year, FINTRAC made 556 case disclosures, compared to
210 in 2007–08 and 193 in 2006–07. This
increase is attributed to changes that have been made to
the Centre's disclosure process, thus making it more
efficient and responsive to the needs of recipient
agencies. In addition, with the coming into force of Bill
C-25's legislative changes, FINTRAC is able to provide a
significantly expanded range of information, enabling the
disclosures to have a greater effect. FINTRAC also conducted a greater number of examinations in all reporting entity sectors. In 2008–09, FINTRAC conducted over 450 such examinations, representing more than a 60-per-cent increase over the previous year. FINTRAC's non-compliance disclosures to law enforcement were also up significantly. FINTRAC has completed the implementation of virtually all elements of the C-25 legislation. This includes the Money Services Business Registration system and the Administrative Monetary Penalties (AMP) regime. |
Canada Border Services Agency (CBSA) | Security | Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime |
43,539 | 5,865 | 5,670 | The CBSA is responsible for administering Part 2 of the PCMLTFA, “Reporting of Currency and Monetary Instruments.” The Cross-Border Currency Reporting (CBCR) Program requires that travellers report the importation and exportation of currency and monetary instruments equal to or greater than $10,000. Part 2 also provides for the enforcement element of the CBCR Program, which includes conducting searches, questioning individuals, and seizing non-reported or falsely reported currency and suspected proceeds of crime. | During 2008–09, the CBSA performed more than 2,000 seizures under the Act, totalling over $40 million. Approximately $8 million of this total was forfeited to the Crown, and penalties have been assessed in excess of $900 thousand. Over 170 seizures have resulted in forfeiture as suspected proceeds of crime or funds for the use of terrorist activities. Administratively, border services officers have collected over 32,644 cross-border currency reports. |
Access |
Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime |
12,413 | 1,661 |
1,762 |
(see above) | (see above) | |
Canada Revenue Agency (CRA) | Reporting compliance | Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime | 8,800 | 2,200 | 2,200 | The projected number of audits is 105, with a projected federal tax recovery of $8,956,905. | Ninety-six audits were completed with a total tax recovery of $26.6 million. In this fiscal year, 10 to 12 audits, with an unusually high tax recovery, were completed. The tax recovery amounts are not the norm for these types of files and are the reason for exceeding the Department's projections. These files also require more time to complete, which explains the lower number of audits completed. |
Royal Canadian Mounted Police (RCMP) Money Laundering Units | Money Laundering Units | Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime | 57,103 | 7,978 |
6,481 |
Enhanced national and international opportunities for the detection and investigation of money laundering activities; Development of FINTRAC disclosures, as well as other intelligence, to a point where resources from Integrated Proceeds of Crime Units or elsewhere in the RCMP could then be directed toward investigations that seek to increase seizures; and Increased resource level in Canada's three major urban centres (Vancouver, Toronto, and Montréal) to help build up the investigative capacity in those centres to conduct investigations on leads related to Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime. |
Ten major investigations opened in 2008 have an international component associated with them. Many major investigations opened in 2008–09 are active files as they are complex in nature and often take years to conclude. Resources are focussed on the deterrence of money laundering by targeting major organized criminals and crime groups. One of these major files in 2008,initiated from a FINTRAC disclosure, is still under investigation and has over 21,000 person hours on it. There have been 32 major investigations initiated, which have resulted in over $7.6 million seized. |
RCMP, Anti–Terrorist Financing Team (ATFT) | Special initiatives | Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime |
21,360 | 5,340 | 4,102 | Through the gathering and analysis of financial intelligence, the ATFT will focus on converting that intelligence into proactive investigations, thus enhancing Canada's ability to detect and deter terrorist financing activities |
The ATFT continues to provide support to seven project status investigations of terrorist financing across Canada and to a number of requests for information received from domestic and international agencies. The ATFT, in conjunction with Canada Border Services Agency, CSIS, FINTRAC, and the RCMP's Proceeds of Crime, took part in a G8-sanctioned law enforcement effort targeting cash couriers at selected international airports. Canadian actions resulted in cash seizures of over $600,000. ATFT units have restrained bank accounts and a building related to the Department's investigations into the World Tamil Movement in Toronto and Montréal and are in the legal process of having these assets forfeited to the Crown. In 2009, Monin Khawaja was convicted and sentenced to 10 1/2 years for providing material support to a terrorist group. An investigation in BC by the National Security Financial Investigation Unit has led to the laying of a charge of terrorist financing against a male subject related to the Liberation Tigers of Tamil Eelam. This matter is set for trial in May 2010. The ATFT has provided a tactical package to CSIS to assist on a proposed criminal code listing and has provided assistance on the 2008–09 review of all criminal code listings as conducted by CSIS. The ATFT is formalizing relationships with the Canadian Bankers Association and the Office of Superintendent of Financial Investigations by means of memorandums of understanding to ensure continued cooperation. The ATFT continues to provide training to the RCMP and partner agencies. Financial investigative members from the various integrated national security enforcement teams and selected partner agency representatives from CSIS, CRA, and FINTRAC attended and presented at the Fall 2008 course. Currently, the ATFT is updating the Terrorist Financing Course to reflect changes requested and feedback from candidates from course attendees. The next course is slated for September 2009. The ATFT continues to support FATF. Members of the team have attended Caribbean Financial Action Task Force and Asia/Pacific Group on Money Laundering plenary meetings as well as the FATF plenary. The RCMP and CRA have completed the Department's joint-venture seminars on the use of the Charities Registration Security Information Act, which were begun in 2008 and delivered to field units in Ottawa, Halifax, Montréal, Vancouver, Edmonton, Calgary, and Toronto. The ATFT has been part of the working group. led by Industry Canada, on the revised Investment Canada Act and is now performing background checks on entities at the behest of Industry Canada. |
Total | 429,006 | 64,339 | 63,134 |
Comments on Variances: FINTRAC: The planned spending amount did not include additional funding received and approved by the Treasury Board of Canada Secretariat over the 2008–09 fiscal year. Among the additional resources received are the Strategic Review Reinvestments, NICML re-profiled funds from 2007–08, Secretariat adjustments for Paylist Requirements (Vote 30), and Employee Benefits Plan year-end adjustments.
RCMP, Anti-Terrorist Financing Team: The shortfall in spending is due to the ongoing challenge of staffing all vacant positions and to a number of staff members being seconded to major national security files to assist on the terrorist financing portion of investigations (funded from the budget for national security).
RCMP, Anti-Money Laundering: The shortfall in spending is due largely to the procurement of ion scanners being delayed to the following fiscal year.
Results to be achieved by non-federal partners (if applicable): N/A
Contact information:
Rachel Grasham
Chief, Financial Crimes Section
Phone: 613-943-2883
Name of Horizontal Initiative: Global Peace and Security Fund (GPSF)
Name of Lead Department(s): Foreign Affairs and International Trade Canada
Lead Department Program Activity: Diplomacy and Advocacy
Start Date of the Horizontal Initiative: Initiated October 3, 2005; operationalized September 18, 2006
End Date of the Horizontal Initiative: March 31, 2013
Total Federal Funding Allocation (start to end date): Overall DFAIT spending through the Global Peace and Security Fund in 2008-09 totalled $148.9 million (vote 10 only), including horizontal funding to non-DFAIT entities (see below). Total GPSF funding since September 2006 totals $496 million.
Description of the Horizontal Initiative (including funding agreement): Funded from the Peace and Security Pool of the International Assistance Envelope, the GPSF fills a funding gap by providing dedicated resources for activities to provide timely, focused, effective and accountable international assistance in response to critical peace and security challenges. Leadership in this area is not properly the responsibility of the Department of National Defence (DND) and is outside Canada's traditional official development assistance program. Examples of GPSF activities include supporting peace operations and peace processes, facilitating justice and security system reform, enhancing transitional justice and reconciliation, and improving the peacekeeping capacities of military and police in Africa and the Americas. Major recipients of funding are Afghanistan, Sudan and Haiti.
DFAIT works closely with a range of government departments-including the Canadian International Development Agency (CIDA), RCMP, DND, Correctional Service of Canada (CSC), Canada Border Services Agency and Department of Justice-in addressing the peace and security challenges presented by fragile states. Cooperation with these partners is particularly important in providing critical expertise in the area of justice and security system reform to the civilian components of UN peace operations. In 2008-09, the GPSF entered into arrangements with several major implementing federal government departments. Of particular note was support to peace operations in Sudan through the Canadian Commercial Corporation and the support provided by the RCMP, DND and CSC for the implementation of stabilization and reconstruction projects in Kandahar province, Afghanistan, as well as in Haiti.
Shared Outcome(s):
Rapid, integrated and well-coordinated Canadian responses to international requirements for short- and medium-term conflict prevention, stabilization, peacebuilding and reconstruction initiatives.
Timely, effective and accountable Canadian contributions for responses to natural disasters and complex emergencies and initiatives aimed at the restoration of peace, security, the rule of law and legitimate government in fragile states.
Strengthened capacity of multilateral and regional organisations for peace operations.
Governance Structure(s):
The GPSF is managed by the Stabilization and Reconstruction Task Force (START) Secretariat, located in the International Security Branch of DFAIT. START convenes an interdepartmental advisory board comprising representatives from several domestic and internationally mandated departments to encourage whole-of-government coherence in the development of policy and of integrated conflict prevention, crisis response and stabilization initiatives with respect to fragile states; and to serve as a platform, when appropriate, to coordinate inter-agency responses to significant crises. Chaired by the Director General of START, the advisory board includes representatives from CIDA, DND, the Privy Council Office, the Department of Justice, the Department of Public Safety and some of its portfolio agencies (RCMP, CSC). START also convenes the Interdepartmental Task Force on Natural Disasters Abroad and manages the annual fragile states review exercise.
The GPSF is governed by two senior-level committees: the interdepartmental ADM committee, comprising five ADMs (three from CIDA and two from DFAIT), and the DM-level committee, comprising the DMs of CIDA and DFAIT. Other departments may be invited to these meetings, as appropriate.
Federal Partners | Federal Partner Program Activity | Names of Programs for Federal Partners1 | Total Allocation (from start to end date) |
Planned Spending 2008-2009 |
Actual Spending for 2008-09 |
Expected Results for 2008-09 |
Results Achieved in 2008-09 |
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Foreign Affairs and International Trade Canada (DFAIT) | PA 2: Diplomacy and Advocacy | Global Peace and Security Program; Global Peace Operations Program; Glyn Berry Program for Peace and Security | 496.02 | 150.03 | 148.93 | Timely, coordinated and cost-effective whole-of-government responses to natural and human-made crises abroad | See TPP table |
Royal Canadian Mounted Police (RCMP) | PA 1: Federal and International Operations | Canadian Police Arrangement and International Police Peacekeeping (IPP) | 52.3014 | 11.45 | 19.88 | Implementation of RCMP international police peacekeeping projects | Supported the deployment of over 100 serving police officers to fragile states, including Haiti and Afghanistan |
Canadian Commercial Corporation (CCC) | PA: N/A | Peace Support Operations in Sudan | 97.4322 | 0.0 | 32.5 | Logistical support to Sudan peace operations (AMIS/UNAMID) | Provided logistical support to AMIS/UNAMID |
Correctional Service of Canada (CSC) | PA 1: Correctional Interventions | Operations in Afghanistan and Stabilization and Reconstruction in Haiti | 4.14 | 1.5 | 1.9 | Implementation of GPSF projects in Afghanistan and Haiti | Supported the deployment of correction advisers to the Provincial Reconstruction Team in Afghanistan and to Haiti |
Department of National Defence (DND) | PA 1: Contribute to Canada and the international community | Operations in Afghanistan | 13.32 | 8.4 | 6.3 | Supporting the Provincial Reconstruction Team and implementation of projects in Kandahar | Supported the implementation of projects in Kandahar |
Justice Canada | PA 1: Justice policies, laws and programs | Operations in Afghanistan and peace building support in Sudan | 0.0 | 1.0 | 0.1 | Implementation of GPSF projects in Afghanistan and Sudan | Trained members of the Uganda Law Society in International Criminal Law. |
Canadian Border Service Agency (CBSA) | PA 1: Security | Operations in Afghanistan (Pakistan-Afghanistan border); Canada's support to the Middle East Pease Process; and Stabilisation and Reconstruction in Haiti | 0.0 | 0.7 | 0.0 | Supporting the Provincial Reconstruction Team and Implementation of projects in Kandahar. | No disbursements made. |
Total | 173.0 | 209.58 |
Comment on Variance: Where significant variance exists between planned and actual disbursements, it is due to difficult programming environments, as the GPSF operates in contexts characterized by high degrees of volatility and insecurity. Further, the level of spending of the GPSF through federal partners varies in response to the size of appeals by partner countries and multilateral agencies, which may fluctuate over short periods of time. As such, planned levels constitute notional estimates.
Results to Be Achieved by Non-Federal Partners (if applicable): The GPSF works with a wide variety of implementing partners, including international and regional organisations, such as the United Nations and its bodies, as well as with non-governmental organisations, academic institutions, foreign governments and other legal entities. Expected and actual results achieved by these partners are outlined in their respective appeal documents and in the corresponding project and annual reports. The scope of their results and the degree to which they realize them will be conditioned by the specific environments in which they work.
Name of Horizontal Initiative: National Anti-Drug Strategy
Name of Lead Department(s): Department of Justice
Lead Department Program Activity: Justice policies, laws and programs
Start Date of the Horizontal Initiative: 2007-08
End Date of the Horizontal Initiative: 2011-12 and ongoing
Total Federal Funding Allocation (start to end date): $578.5 millions
Description of the Horizontal Initiative (including funding agreement): The National Anti-Drug Strategy was launched by the Government of Canada in 2007, with a clear focus on illicit drugs and a particular emphasis on youth. Its goal is to contribute to safer and healthier communities through coordinated efforts to prevent use, treat dependency and reduce production and distribution of illicit drugs. It encompasses three action plans: prevention, treatment and enforcement.
The prevention action plan supports efforts to prevent youth from using illicit drugs by enhancing their awareness and understanding of the harmful social and health effects of illicit drug use, and to develop and implement community-based interventions & initiatives to prevent illicit drug use. The treatment action plan supports effective treatment and rehabilitation systems and services by developing and implementing innovative and collaborative approaches. The enforcement action plan aims to contribute to the disruption of illicit drug operations in a safe manner, particularly targeting criminal organizations.
Shared Outcome(s):
Governance Structure(s):
The governance structure of the Strategy consists of an Assistant Deputy Minister Steering Committee and working groups on policy and performance, prevention and treatment, enforcement, and communications. The governance structure is supported by the Strategic Initiatives and Law Reform Unit of the Department of Justice Canada.
The Assistant Deputy Minister Steering Committee (ADMSC), which is chaired by the Department of Justice Canada, oversees the implementation of the Strategy, making decisions necessary to advance the initiative, where required, and ensuring appropriate and timely outcomes for the initiative and accountability in the expenditure of initiative resources. The ADMSC prepares questions for the consideration of Deputy Ministers, where appropriate.
The Prevention and Treatment Working Group, chaired by Health Canada, oversees the development and implementation of the Prevention and Treatment Action Plans. The Enforcement Working Group, chaired by the Department of Public Safety Canada, oversees the development and implementation of the Enforcement Action Plan. The Policy and Performance Working Group, chaired by the Department of Justice Canada, oversees policy directions and outcomes for the Strategy and the work of the Sub-Committee on Evaluation and Reporting. The Communications Working Group, chaired by the Department of Justice Canada, oversees communication of the Strategy including, making decisions necessary to advance communication of the initiative and ensuring coordination of communication.
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2008-09 |
Actual Spending for 2008-09 |
Expected Results for 2008-09 |
Results Achieved in 2008-09 |
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Department of Justice | A1 Justice policies, laws and programs | a. Drug Treatment Courts | $16.2 M | $3,631,276 | $3,631,276 | Reduced drug substances relapse among drug treatment court clients. | The Drug Treatment Court Information System (DTC IS) is being enhanced to better collect drug substance relapse data. Results are inconclusive at this time given incomplete pilot site data. A recidivism study is also underway. |
b. Youth Justice Fund (Treatment Action Plan) | $6.8 M | $1,588,283 | $663,687 | Increased collaboration between provincial officials responsible for youth justice services and health services in order to meet the needs of youth in the justice system who use illicit drugs. Increased number of new or enhanced treatment models for drug-addicted youth in the justice system. Increased number of mechanisms to share knowledge among justice system stakeholders of what models work well for drug-addicted youth in the justice system. |
A total of 11 projects were funded in 2008-2009. Of the 11 projects, 5 were new and funded through contributions, 5 through grants and 1 was an on-going contribution from 2007-2008. The total value of these projects was $549,429 ($462,740 in contributions and $86,689 in grants). Projects were undertaken in Manitoba, Ontario, Prince Edward Island, British Columbia and New Brunswick. The projects were with 6 provincial government departments, 3 were with front-line community organizations and 2 were with National organizations. The projects included the development and/or implementation of programming models (MB and ON), supporting participation of youth justice system representatives in the development of a province wide anti-drug strategy and program development (PEI), evaluation of existing drug treatment programs (BC), the development and delivery of an Atlantic conference to support the sharing of information and best practices, and support for two national conferences on the issue of youth with illicit substance abuse issues in the justice system. All Recipients have been encouraged to disseminate and share information on their projects as appropriate. |
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c. Justice Canada Lead Role for the National Anti-Drug Strategy | $3.1 M | $616,895 | $534,183 | Effective leadership of the federal response to concerns around illicit drug prevention, treatment and enforcement through:
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Policy and Coordination:
Governance structure:
Communications:
Evaluation and reporting:
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Health Canada | a. Mass Media Campaign (Prevention Action Plan) | $29.8 M | $5,958,090 | $3,489,000 | Increase level of general knowledge and awareness of illicit drugs and the negative health and social effects associated with illicit drug use, among parents and teens | Only the parent-targeted media campaign was released and thus its impact results are limited to information on one target population – parents. The rate of recall for the TV advertisement increased from 32% in the pre-sample to 73% in the post-sample. An increase in recalling the ad can be translated into a successful increase in parental awareness of illicit drugs health effects. The sample of parents who recall any advertising (TV, web, radio) rated their overall knowledge about illicit drugs (including the number of drugs they are aware of, the harms associated with these drugs, and the influences of drugs on their children) higher than those parents who did not recall any advertising. These same parents who rated their knowledge as high, also noted an increase in their knowledge of being aware of the number of drugs available, the harms associated with these drugs, and the influences of drugs on their children. This sample showed an increase in their level of knowledge as attributed to recalling the mass media campaign. |
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3.4.3 Controlled Substances | b. Drug Strategy Community Initiatives Fund (DSCIF) (Prevention Action Plan) |
$59 M | $9,600,000 | $4,889,655 | Expected Outputs:
Expected Immediate Outcomes:
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DSCIF implemented a strategy to build capacity among funded recipients – this includes providing evaluation training and Health Canada standardized tools to collect baseline information/ pre- and post- evaluation information on all funded projects (rather than carrying out project specific outcome evaluations). It is anticipated that this baseline collection of information will begin in Fall 2009, thus the expected output is planned to be achieved in the 2009-10 FY. Establishing a baseline is now planned for 2009-2010 because the first projects were signed for funding in Q4 2008-09. Funding was initiated in the Q4 2008-09 on 3 new National DSCIF projects and 60 new Regional DSCIF projects, thus successfully achieving output 3. Nature of approved and funded projects:
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3.4 Substance Use and Abuse | c. Drug Treatment Funding Program (DTFP) (Treatment Action Plant) |
$124.7 M | $29,500,000 | $1,781,337 | Enhanced collaboration on responses to DTFP treatment systems’ issues within and among jurisdictions | Collaboration with jurisdictions is becoming increasingly enhanced: a) Following the call for proposals, an average of 10 bi-lateral meetings were held with each P/T to discuss and/or clarify issues related to the nature/scope of applications under the DTFP. b) Feb. 2009: A National-level Best Practices workshop was held [attended by 47 participants from across the country] – providing the opportunity for program planners, policy makers, and front line workers to network/share their experiences in early intervention treatment. c) Three F/P/T Working Group conference calls were held to allow P/Ts to present their plans for enhancing treatment systems. The Provinces of Nova Scotia and British Columbia and the Canadian Centre on Substance Abuse (CCSA) each presented their plans. d) As of June 2009, the management of the project related to Vancouver’s Downtown Eastside “Transitional Assertive Community Treatment Team and Women’s Residential Program/Day Program for Women Survival Sex Workers” will be transferred to the BC Region. The roll out of the program has been delayed by 1 year and only 6 projects have been signed to date (4 projects for treatment system improvements; 2 projects on treatment services and program enhancements). |
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4.1.1.2 First Nations and Inuit Mental Health and Addictions | d. National Native Alcohol and Drug Abuse Program (Treatment Action Plan) |
$36 M | $5,900,000 | $5,600,000 | Enhanced capacity to plan/ deliver a range of treatment services & programs to targeted populations Research applied to NNADP for the purpose of enhancing the program’s services. |
Capacity to plan/deliver a range of treatment services and programs to targeted populations is becoming increasingly enhanced: Activities included:
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3.4.3 Controlled Substances | e. Office of Controlled Substances (Enforcement Action Plan) |
$12.8 M | $2,142,000 | $877,267 | Establish baseline measure for “Industry and sites comply with legislation and regulations” (PAA) Increased understanding of compliance and policy/regulations/legislation |
Baseline yet to be established. Rating Guide [for measuring compliance to Precursor Control policies and regulations] to be approved 2009-10. 3 FTEs staffed to increase capacity to monitor compliance. 60% of Licensed Dealers were inspected this year and 98% were partially compliant – this represents an increase in the inspection rate (33%) from 2007-08 and will be input in the Information Database for the purpose of increasing an understanding of compliance to precursor control regulations. Information Database is near the start of implementation. This DB will ease the monitoring of compliance pursuant to an inspection (Licensed Dealers’ compliance history, etc.). Thus, the use of this DB will serve to increase an understanding of compliance of policy/regulations/legislation. There were 1419 Loss and Theft reports completed and 575 forgeries reported, thus leading to an effective measurement of compliance to legislation/regulations. A client survey is currently being developed for distribution in 2009-10. This information will serve to measure the proportion of regulated parties whom are aware of [and understand] legislation and regulations related to controlled substances. This will serve as a baseline for measuring the level of stakeholders’/parties’ understanding of compliance and regulations/legislation. |
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f. Drug Analysis Services (Enforcement Action Plan) | $49.2 M | $11,418,000 | $8,400,000 | Establish baseline measure for “Illegal drug operations are dismantled in a safe manner” (PAA) Increased capacity to provide timely and expert support |
No results to date since a baseline measure has not yet been established. However, 34 clandestine laboratories were dismantled in 2008-09 with DAS assistance. Two positions were staffed with NADS resources. Laboratory instrumentation was purchased to increase drug analysis capacity. An increase in timely and expert support occurred this fiscal year:
MMP « The program will become effective upon Royal Assent» |
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$3.4 M [1] | $700,000 | $0 | |||||
3. Canadian Institutes of Health Research | 1.2 Strategic Priority Research | Research on Drug Treatment Model (Treatment Action Plan) |
$4.0 M | $974,998 | $461,211 | Increased knowledge translation and sharing of the trends and related consequences of illicit drugs |
CIHR launched two Requests for Applications in April of 2008 with respect to the National Anti-Drug Strategy initiative – one for the Catalyst grant program, and one for the Team grant program. Applications were submitted to CIHR in October of 2008. CIHR funding of the catalyst and team grants commenced in 2008-09 to fund research regarding increased awareness and understanding of illicit drugs and their negative consequences. Funding of the team grants will continue through 2011-12. |
4. Department of Public Safety Canada | 3.1 Law Enforcement Policy | a. National Coordination of Efforts to Improve Intelligence, Knowledge, Management, Research, Evaluation (Enforcement Action Plan) |
$4.0 M | $800,000 | $606,000 | Safer Communities and more effective policing through strategic national law enforcement policies |
National Coordination of Enforcement Action Plan, specifically, led the Enforcement Action Plan Working Group. Participated and shared knowledge and information with stakeholders through domestic and international forum to further the Enforcement Action Plan (e.g., FPT Coordinating Committee of Senior Officials, National Framework for Action to Reduce the Harms Associated with Alcohol and Other Drug Substances in Canada (May 2008), Canadian, Chief of Police Drug Abuse Committee, Inter-American Drug Abuse Commission (May & December 2008), the United National Commission on Narcotic Drugs (March 2009)). Funded four (4) research and other initiatives in support of the Enforcement Action Plan. Supported the Minister of Public Safety, through briefings to respond to emerging issues related to the Enforcement Action Plan. |
Community Safety and Partnerships | b. Crime Prevention Funding and Programming: (Crime Prevention Action Fund & Research and Knowledge Development Fund) (Prevention Action Plan) |
$20.0 M | $3,000,000 | $3,394,060 | Enhanced support for targeted at-risk populations. Enhanced knowledge in communities to address illicit drug use and its negative consequences. |
25 NADS related crime prevention projects funded regionally throughout the country. On track to be able to report on outputs and early outcomes (i.e. Enhanced support for targeted at-risk populations / enhanced knowledge in communities to address illicit drug use and its negative consequences, etc.) in following year with understanding that projects are in varying stages of implementation. |
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5. Royal Canadian Mounted Police | 1.1.2.7 | a. Drug and Organized Crime Awareness Services (Prevention Action Plan) |
$15.1 M | $3,010,000 | $2,278,000 | Increased awareness of illicit drugs and issues related to their use in sport, within school and Aboriginal communities |
There were 6213 awareness presentations given during the fiscal year of 2008-2009 targeting 163,612 people which includes youth, parents, aboriginal youth, aboriginal parents and professionals. For the fiscal year of 2008-2009, 1149 DOCAS training sessions were provided to professionals, parents and students. A total of 3061 partnerships were established and maintained with other provincial, territorial, municipal, aboriginal, and non government partners as well as with other police agencies/detachments. DOCAS coordinators distributed 270,550 publications within communities across Canada. The program Kids & Drugs was launched Nationally November 2008. There were 285 new facilitators trained from communities throughout Canada. A total of 150,000 parent booklets, 4340 training manuals, 22,600 posters and 69,000 magnets and pens were distributed. A total of 2553 D.A.R.E. classes were conducted (each D.A.R.E. class consists of 10 lessons), as well as 10 presentations to 209 parents. The program reached 67,719 students in 1321 schools and of those, 1266 of the students were Aboriginal. Drug Endangered Children (DEC) is an early intervention initiative that seeks to stop the cycle of child abuse caused by the exposure to drug activity. It involves a resource guide and training programs for service delivery personnel, supervisors/managers, protocol partners and the general public. This program has been under development in 2008-2009 and will be rolled out nationally in the fall of 2009. The Aboriginal Shield Program (ASP) is in the final phase of revising all of the manuals to reflect a greater diversity of Aboriginal cultures and to incorporate the latest facts about Canadian drug issues, including emerging social challenges like Aboriginal gangs. The ASP will consist of two 12-lesson manuals for grades 5/6 and 7/8. The first 5 day Aboriginal Shield Community Facilitator Training pilot Course is being held in Ottawa, Ontario in November 2009, and will be represented by 9 Aboriginal communities from across Canada. Drugs and Sport, a program that was revised in 2008-2009, was delivered 13 times to 549 amateur athletes, and delivered 9 times to 210 professional athletes. 1000 Drugs and Sport publications were disseminated. Drugs in the Workplace were delivered to 1678 participants. Two five day Drug Awareness Officer Training (DAOT) courses were held in 2008-2009. A total of 60 police officers, that included municipal, regional, provincial and RCMP, were trained. |
3.5.2 Community and Youth Programs | b. National Youth Intervention and Diversion Program (Treatment Action Plan) |
$3.4 M | $745,429 | $565,494 | Inventory of validated risk/needs screening and/or assessment tools that will result in: Increased police awareness of risk and protective factors of offenders and victims Increased community satisfaction with RCMP crime -prevention-related services Increased police awareness of community-based resources and referral procedures Increased referrals to addictions treatment and intervention programs by police |
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1.1.2.9 | c. Marijuana and Clandestine Lab Teams/Proceeds of Crime (Enforcement Action Plan) |
$91.4 M | $14,068,000 | $12,211,000 | Increase capacity to safely dismantle marijuana and synthetic drug operations Eliminate importation/exportation production and distribution of illicit substances of abuse, specifically to marijuana and synthetic drugs, the diversion of precursor chemicals and the involvement of organized criminals and crime groups in these activities Eliminate the health and public safety hazards resulting from the illicit production and distribution of marijuana and synthetic drugs Maintain the integration, collaboration and capacity between sectors, law enforcement agencies, governments, communities and international partners to address the illicit importation/exportation, production and distribution of MGO, SDO, of abuse, the diversion of precursor chemicals and the related health and public safety standards |
New positions were deployed with NADS funding to SDO and MGO teams. Flexibility was afforded to the Divisions to use “A” Based funded positions to bolster the SDO/MGO (NADS) positions across Canada. The Synthetic Drug Initiative (SDI) was commissioned to address the synthetic drug problem in Canada. Working groups have been formed internally in order to interface on NADS funded positions distributed across the organization. Also an external working group including the RCMP, Health Canada, Canada Border Services Agency, Environment Canada, Revenue Canada, Public Safety, Department of Justice, Public Prosecution Service of Canada and the Department of Foreign Affairs and International Trade, has been formed to collaborate on NADS funded positions across Government. Separate work group has been formed with key Health Canada officials responsible for Policy and Regulatory Affairs for the purposes of making changes / additions to the Precursor Control Regulations, Rescheduling Amphetamine Type Stimulants and updating destruction authorities for seized controlled substances and precursors. A Joint Forces Operation is currently being sought with Canada Border Services Agency – Intelligence Directorate to enhance the sharing of intelligence and ultimately assist in the stemming of the smuggling of the precursors being imported into Canada by sophisticated organized crime groups. There were 257 MGO seizures, and 20 Clandestine Laboratory seizures made by the NADS teams in 2008/2009. For MGO’s this resulted in the seizure of 182,404 plants, and 6,447 kg of marihuana bud seized as part of these For Clan. Labs, over 150 kg of methamphetamine and 615 kg of MDMA were seized by NADS teams as part of their disruptions. Of the 20 Clan. Labs dismantled, 6 were capable of producing an excess of 10 kg of finished drug product. |
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6. Correctional Service Canada | 3.0 Community Supervision | Case Preparation and Supervision of provincial Offenders (Enforcement Action Plan) |
$23.3 M [2] | $3,700,000 | $0 | Timely case preparation; rate of offenders successfully reintegrated into the community (if legislation regarding mandatory minimum penalties for serious drug offences is passed) |
The program will become effective upon Royal Assent |
7. National Parole Board of Canada | Conditional Release Decisions and Open and Accountable Decision Processes. | Conditional Release and Pardon Decisions (Enforcement Action Plan) |
$7.5 M [3] | $2,200,000 | $0 | Conditional release and pardon decisions and decision processes that safeguard Canadian communities |
The program will become effective upon Royal Assent. |
8. Office of the Director of Public Prosecutions | 1.1 Prosecution of drug, organized crime and Criminal Code offences | a. Prosecution and prosecution -related services (Enforcement Action Plan) |
$9.9 M | $1,300,000 | $1,495,299 | Provision of pre-charge legal advice and litigation support, as well as prosecution of drug offences under the Controlled Drugs and Substances Act (CDSA) in response to the workload generated by the enhanced RCMP dedicated anti-drug teams and criminal intelligence and technical operations support staff |
In 2008-09, the PPSC handled 15,140 prosecution files that related to either drug production or distribution offences or both (pursuant to CDSA 5(1), 5(2), 6(1), 6(2), 7(1) and 7(2)). Of these, 13,405 included distribution offences, whereas 1,735 included production offences*. The funding for 2008-09 allowed for the hiring of an additional 7.5 FTEs for drug prosecutions conducted by ODPP staff prosecutors and for prosecution support. (*N.B.: Close to 10% of the total number of files included both production and distribution offences.) |
b. Prosecution of serious drug offences under the CDSA (Enforcement Action Plan) |
$33.5 M [4] | $8,600,000 | $0 | Provision of prosecution-related advice and litigation support during police investigations, and prosecution of drug charges under the CDSA resulting from the proposed Minimum Mandatory Penalties |
The program will become effective upon Royal Assent |
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9. Canada Border Services Agency | Security | Border Intelligence, Precursor Chemical Diversion, Analysis and Scientific Services (Enforcement Action Plan) |
$7.8 M | $1,159,000 | $1,070,000 | The resources will be focused on intelligence gathering, information sharing, enforcement activities, assessment capabilities and laboratory support and services. Commence implementation and hiring of staff. For the CBSA, the reporting period for the NADS is from September 2007, the commencement of the Strategy, to March 31, 2008. |
Criminal Investigations Division (CID): has been working with internal and external partners on this initiative to support and complement enforcement efforts. CID will continue to investigate referrals for offences against the Customs Act in relation to the illegal import and export of precursor chemicals. In 2008/09 CID has opened four criminal investigations, with enforcement partners, into offences linked to smuggling of controlled substances. Two of these have been concluded, with conviction, and the other two cases remain ongoing Intelligence: Enhancements have been made to the Precursor Chemical Diversion Program within its Intelligence Program to provide for improved functional guidance and direction to enhance the management of regional intelligence drug programs responsible for the identification, suppression and interdiction of contraband and other significant border criminality. Each region has an assigned officer responsible for precursor chemical matters and liaison with law enforcement partners. |
Science & Technology | Border Intelligence, Precursor Chemical Diversion, Analysis and Scientific Services (Enforcement Action Plan) |
$4.9 M | $636,000 | $627,000 | The resources will be focused on intelligence gathering, information sharing, enforcement activities, assessment capabilities and laboratory support and services. |
Laboratory and Scientific Services: Additional chemists have been hired and workload on precursors has increased from 23 Class A precursors analyzed in 2007-08 to 172 analyzed in 2008-09 (of which a large portion were due to an intelligence target on Gamma-Butyrolactone). Additionally, funds were used to analyze a variety of designer substances and to synthesize precursor primary reference standards. With respect to research activities, progress has been made on sampling concepts/techniques and work in partnership with both industry and other government departments to develop sampling aids has commenced. The Laboratory has acquired two existing Contraband Outfitted Mobile Examination Trucks (COMETs) and is currently re-designing the interior to allow for safe sampling and testing of unknown substances in a port of entry setting. The COMETs were obtained in September 2008 and have been used 3 times between January 2009 and March 2009 for suspected precursor sampling in marine mode. |
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10. Department of Foreign Affairs and International Trade | 1.2 Diplomacy and Advocacy - International Operations and Programs | Annual Contributions to UNODC and CICAD (Enforcement Action Plan) |
$4.5 M | $900,000 | $900,000 | Improved capacity of UNODC to fulfill its mandate in the fight against drugs and international crime at the global level. Improved capacity of CICAD to fulfill its mandate in the fight against drugs in the Americas. |
DFAIT successfully managed projects involving the provision of training, equipment, technical and legal expertise resulting in increased capacity of beneficiary states and government entities to prevent and combat international crime and drugs. Capacity building activities addressed both the supply of, and demand for, illicit drugs and also responded to Canadian policy priorities. |
11. Canada Revenue Agency | 4 Reporting Compliance | Special Enforcement Program (Enforcement Action Plan) |
$4.2 M | $788,149 | $788,149 | 15 audits of MGOs and clandestine laboratories |
During the fiscal year, CRA performed in excess of 200 audits of individuals involved in the production and sale of marijuana. As a result of NADS funding, CRA was able to perform 15 audits. The 15 audits resulted in $2,965,198 of additional federal tax. The auditees would also be responsible for provincial tax, interest and penalties. |
12. Public Works and Government Services Canada | 1.7 Specialized Programs and Services | Forensic Accounting Management Group (Enforcement Action Plan) |
$1.5 M | $187,850 | $187,850 | To remove financial incentive for engaging in criminal activity |
FAMG provided forensic accounting analysis on three RCMP NADS investigations. The analysis is critical in determining whether the assets of the suspects were derived from criminal activities, thus allowing the Government of Canada to seize these assets and thereby remove the financial incentive for engaging in criminal activities. |
13. Financial Transactions and analysis Centre of Canada | 4881 Collection, Analysis and Dissemination of Financial Information | Financial Transactions and Reports Analysis Centre of Canada (Enforcement Action Plan) |
$2.5 M | $237,000 | $237,000 | Enhanced support to law enforcement Development of financial intelligence Ensuring compliance in high-risk reporting sectors |
FINTRAC continues to increase its capacity to analyze information it receives to create financial intelligence that is relevant to drug-related cases and strengthen the communication with law enforcement and intelligence partners. The funding provided through NADS resulted in additional detection and analytical capacity to pro-actively detect and disclose drug-related cases referred to law enforcement, representing a 10% increase of all drug-related cases disclosed to law enforcement in 2008/2009. |
Total | $578.5 M | $113,360,970 | $54,687,468 |
Comments on Variances:
1. Department of Justice – b. Funding criteria was established, posted on the internet and sent to Provincial/Territorial representatives. A number of proposals submitted did not meet program criteria or required extensive development work which resulted in lapsing funds. Despite reasonable delivery against government priorities relating to the National Anti Drug Strategy generally, uptake on the new funds allocated for drug treatment as part of the NADS initiative was slow. Once this issue was identified by management, a request was made in September 2008 to reprofile some of the NADS funding. While other NADS partners succeeded in reprofiling NADS funds, the Youth Justice requests were not approved by Justice. Strategies are being developed and implemented to ensure that the variance is addressed.
2. Health Canada – a. When an election is called (as occurred in 2008) all advertising spending comes to a halt, this was when PCO put the NADS mass media campaign (youth component) on hold. Health Canada has been waiting and trying to move forward on this strategy since Sept, 2008. In FY 08/09 due to the lack of approvals, the Department lapsed approx $2.2M.
2. Health Canada – b. DSCIF launched a call for proposals early in the 2008/09 FY, but it had many layers of review and approval, followed by a federal election and then a new minister. After the approvals happened the program was late in the fiscal and a majority of the new projects only had the last quarter of the fiscal to incur approved expenses. DSCIF has reprofiled some money from 08/09 into future fiscal.
2. Health Canada – c. This began as an entirely new program (unlike DSCIF that has simply refocused its money under NADS). Its main recipients are the provinces/territories which, as another level of government, have their own levels of approvals even before an application is submitted. DTFP has reprofiled some money from 08/09 into future fiscal.
2. Health Canada – e. Delays experienced in 2007/08 affected the progress of completed outputs in 2008/09. These delays were due to issues faced during the building of capacity and the development of competency. Despite delays, all OCS outputs have started (including the Information Database, Client Survey, and Compliance Rating Guide). In addition, the variance for disposal is due to the uncertainty of increase demand and impact to the reimbursement of disposal cost for authorized controlled substances.
3. Canadian Institutes of Health Research - The discrepancy is explained by the fact that in the competition only 2 Catalyst Grants were fundable and that only part of the three funded team grants were related to illicit drug use (thus affecting the amount of NADS money allocated to these grants - and causing a lapse in planned NADS spending). It is always difficult to evaluate the uptake of a RFA when it is launched. Only 4 Catalyst Grant applications were received and 8 Team Grant applications. The success rates of the two grant programs are in the normal range.
4. Department of Public Safety Canada – a. Staff turnover resulted in some lapsed funding in 2008-09.
5. Royal Canadian Mounted Police – c. A lot of the Divisions have had difficulty staffing positions, or have had the expected transfers and promotions occur within their areas. As this area is a priority for the RCMP, the Divisions are aware of the importance of staffing these positions.
Results to be achieved by non-federal partners (if applicable): N/A
Contact information:
Catherine Latimer
General Counsel and Director General
Strategic Initiative Unit
613-957-9623
clatimer@justice.gc.ca
[1] This funding to implement MMPs for serious drug offences is held in a frozen allotment, to be released subject to the proposed legislation receiving Royal Assent.
[2] This funding to implement MMPs for serious drug offences is held in a frozen allotment, to be released subject to the proposed legislation receiving Royal Assent.
[3] This funding to implement MMPs for serious drug offences is held in a frozen allotment, to be released subject to the proposed legislation receiving Royal Assent.
[4] This funding to implement MMPs for serious drug offences is held in a frozen allotment, to be released subject to the proposed legislation receiving Royal Assent.
1. Name of Horizontal Initiative: Canadian Group on Earth Observations
2. Name of Lead Department(s): Environment Canada
3. Lead Department Program Activity: Canadians are informed of, and respond appropriately to, current and predicted environmental conditions
4. Start Date of the Horizontal Initiative: July 2003
5. End Date of the Horizontal Initiative: Ongoing
6. Total Federal Funding Allocation (start to end date): No new funds; annual multi-departmental contributions
7. Description of the Horizontal Initiative (including funding agreement): Interdepartmental secretariat established to coordinate Canada's participation in the international intergovernmental Group on Earth Observations and advance coordinated, comprehensive and sustained Earth observations in Canada. The Canadian Group on Earth Observations is funded through annual interdepartmental transfers and in-kind contributions.
8. Shared Outcome(s)
9. Governance Structure(s)
10. Federal Partners | 11. Federal Partner Program Activity | 12. Names of Programs for Federal Partners | 13. Total Allocation (from Start to End Date) | 14. Planned Spending for 2008-09 |
15. Actual Spending for 2008-09 |
16. Expected Results for 2008-09 |
17. Results Achieved in 2008-09 |
---|---|---|---|---|---|---|---|
Environment Canada | N/A | a) Weather and Environmental Monitoring | Not available | Salary: $230,000 O&M: G&C: $25,000 |
Salary: $230,000 O&M: G&C: $25,000 |
a) Federal Earth Observation Strategy initiated; b) CGEO Working Committees (Soil Moisture, Arctic, and Data Policy) making active progress; c) CGEO engaged in GEOSS in the Americas initiatives; d) bilateral activities with U.S.A. initiated |
a) Consultations and drafts of the Federal Earth Observation Strategy
produced; b) CGEO Working Committees (Soil Moisture, Arctic and Data Policy) continued to be engaged, and concrete outcomes are being achieved; c) CGEO engaged in GEOSS in the Americas initiatives, including organizing symposium in Panama; d) bilateral activities with U.S.A., including bilateral workshop on ice and water |
Canadian Space Agency | N/A | a) Earth Observations | Not available | $40,000 + in-kind |
$40,000 in-kind not available |
As above | As above |
Agriculture and Agri-Food Canada | N/A | a) Science and Technology | Not available | $20,000 + in-kind |
$20,000 in-kind not available |
As above | As above |
b) Prairie Farm Rehabilitation Administration and Environment | Not available | $20,000 + in-kind |
$20,000 in-kind not available |
As above | As above | ||
Natural Resources Canada | N/A | a) Earth Sciences Sector | Not available | Not available | Not available | As above | As above |
b) Canadian Forest Service
|
Not available | Not available | Not available | As above | As above | ||
Fisheries and Oceans Canada | N/A | a) Science and Technology | Not available | Not available | Not available | As above | As above |
Health Canada | N/A | a) Radiation | Not available | Not available | Not available | As above | As above |
Statistics Canada | N/A | a) Agriculture | Not available | Not available | Not available | As above | As above |
Foreign Affairs and International Trade Canada | N/A | a) Environment | Not available | Not available | Not available | As above | As above |
Total | Not available | Not available | Not available |
18. Comments on Variances: N/A
19. Results to be Achieved by Non-federal Partners (if applicable): N/A
20. Contact Information: Kenneth Korporal, Coordinator, Canadian Group on Earth Observations Secretariat, 373 Sussex Dr., Ottawa ON K1A 0H3, 613-995-2466, kenneth.korporal@ec.gc.ca
For more information: www.cgeo.gc.ca
1. Name of Horizontal Initiative: Great Lakes Basin Ecosystem Initiative
2. Name of Lead Department(s): Environment Canada
3. Lead Department Program Activity: Canadians adopt approaches that ensure the sustainable use and management of natural capital and working landscapes
4. Start Date of the Horizontal Initiative: April 1, 2005 (Great Lakes Action Plan [GLAP] IV resources)
5. End Date of the Horizontal Initiative: March 31, 2010 (expiry of the Canada-Ontario Agreement Respecting the Great Lakes Basin Ecosystem [COA] and GLAP IV resources)
6. Total Federal Funding Allocation (start to end date): $40 million over five years (GLAP IV resources), plus departmental A-base
7. Description of the Horizontal Initiative (including funding agreement): Through the Great Lakes Basin Ecosystem Initiative, Environment Canada coordinates efforts to restore and maintain the chemical, physical and biological integrity of the Great Lakes Basin Ecosystem and ensures delivery of federal commitments as expressed in the Canada-U.S. Great Lakes Water Quality Agreement. Environment Canada uses the COA to engage other federal departments and Ontario in delivering Canada's Great Lakes Water Quality Agreement commitments.
Environment Canada's Great Lakes Basin Ecosystem Initiative reflects Budget 2005 investments targeted at continuing the work under GLAP to improve the ecological integrity of the Great Lakes Basin Ecosystem. A total of $40 million over five years was allocated in GLAP IV to continue the environmental restoration of key aquatic Great Lakes Areas of Concern. Federal departments also use A-base resources to support their efforts towards achieving COA results.
8. Shared Outcome(s): The Great Lakes Water Quality Agreement establishes broad, long-term objectives for Canada and the Unites States in restoring and protecting the Great Lakes. The COA provides a short-term plan for achieving Canada's Great Lakes Water Quality Agreement commitments. Through the COA, federal and provincial agencies are guided by a shared vision of a healthy, prosperous and sustainable Great Lakes Basin Ecosystem for current and future generations. The COA also establishes a common purpose and shared goals, results and commitments in four priority areas: restoration of Areas of Concern, reduction of harmful pollutants, achievement of lake and basin sustainability, and coordination of monitoring, research and information.
9. Governance Structure(s): Eight federal organizations are engaged in delivering Great Lakes Basin Ecosystem Initiative results under the COA: Environment Canada, Fisheries and Oceans Canada, Agriculture and Agri-Food Canada, Natural Resources Canada, Parks Canada, Transport Canada, Infrastructure Canada and Health Canada.
The COA Management Committee is the senior federal-provincial management body responsible for setting priorities, establishing strategies to ensure delivery of the COA, and developing common positions and joint action plans for representing Canadian interests, and engaging in cooperative initiatives with American agencies and the International Joint Commission.
Planning, prioritization and allocation of GLAP IV monies is managed through the federal Great Lakes Executive Committee, which involves the eight federal signatories to COA. The Committee approves strategic directions and priorities for GLAP IV work activities and coordinates federal positions, strategies and initiatives in support of binational activities and discussions.
10. Federal Partners | 11. Federal Partner Program Activity | 12. Names of Programs for Federal Partners | 13. Total Allocation (from Start to End Date) | 14. Planned Spending for 2008-2009 |
15. Actual Spending for 2008-2009 |
16. Expected Results for 2008-2009 (Please see Appendix for COA Results Statements) |
---|---|---|---|---|---|---|
Environment Canada | Sustainable use and management of natural capital and working landscapes | COA | $37.5 million GLAPIV plus departmental A-base. | $8.0 million (GLAPIV) plus departmental A-base | $4.6 million (GLAPIV) plus $2.4 million departmental A-base |
All COA results, except Ann. 2-3.2 |
Fisheries and Oceans Canada | Healthy and productive aquatic ecosystems | COA | $2.4 million GLAPIV, plus departmental A-base | $585 000 (GLAPIV) plus $4.8 million departmental A-base |
$585 000 (GLAPIV) |
Ann. 1-2.4; Ann. 1-2.6; Ann. 3-1.2; Ann. 3-1.3; Ann. 3-1.4; Ann. 3-3.1; Ann. 3-3.2; Ann. 3-4.1; Ann. 3-4.2; Ann. 3-5.1; Ann. 4-1.1; Ann. 4-2.2. |
Agriculture and Agri-Food Canada | Health of the environment | Agriculture Policy Framework and Growing Forward Policy Framework | $80 million under these frameworks from 2005 to 2009-2010 | $16 million | $14 million from Growing Forward | Ann. 1-1.2; Ann.1-2.2; Ann. 2-2.3; Ann. 3-1.2; Ann. 3-1.4; Ann. 3-2.2; Ann. 4-1.1; Ann. 4-2.2 |
Natural Resources Canada | Canada is a world leader on environmental responsibility in the development
and use of natural resources Ecosystem risk management: Canada understands and mitigates risks to natural resource ecosystems and human health |
Port Hope Long-term Low-level Radioactive Waste Mgmt. Project ESS: Environment and Health Program CFS Forest Harvesting in Riparian Zones ESS: Groundwater Mapping Program CFS Pesticides Program ESS: Enhancing Resilience to Climate Change Program |
Departmental A-base | $1.2 million | $1,292,302.00
|
Ann. 1-2.3; Ann. 2-3.1; Ann. 3-1.4; Ann. 3-2.4; Ann. 3-5.1; Ann. 4-2.1 |
Parks Canada | Heritage resources conservation Public appreciation and understanding Visitor experience |
National Parks National Marine Conservation Areas |
Departmental A-base | Figures not available (see note under Variances, below) |
Figures not available (see note under Variances, below) |
Ann. 3-1.1; Ann. 3-1.2; Ann. 3-1.3; Ann. 3-2.2; Ann. 3-3.2; Ann. 3-3.3; Ann. 4-1.1; Ann. 4-2.2. |
Transport Canada | Environmental protection and remediation Canadian Ballast Water Program |
COA | Departmental A-base and C-base |
$709,000 (A-base and C-base) |
$709,000 (A-base and C-base) |
Ann. 3-1.3; Ann. 3-2.1; Ann. 3-4.1; Ann. 3-4.2 |
Infrastructure Canada | Infrastructure funding programs | The Building Canada plan (Building Canada Fund, Provincial-Territorial Base Fund, Infrastructure Stimulus Fund, Green Infrastructure Fund and Gas Tax Fund) | Departmental A-base | Figures not available (see note under Variances, below) |
Figures not available (see note under Variances, below) |
Infrastructure Canada supports the objectives of the COA with particular
emphasis on Ann. 1-1.1 and Ann. 1-2.1. Infrastrucgture Canada has a project selection process in place to ensure that projects selected for funding meet specific eligibility criteria. Projects that are to be funded may be determined through a competitive merit-based process, through joint federal-provincial discussions, or the Minister of Transport, Infrastructure and Communities may accept an Annual Capital Plan than could include water and wastewater projects. |
Health Canada | Healthy environments and consumer safety | COA | Departmental A-base | Figures not available (see note under Variances, below) |
Figures not available (see not under, Variances below) |
Ann. 2-3.2 |
TOTAL GLAPIV (plus departmental funding) |
$8.6 million GLAPIV (plus departmental funding) |
$5.2 million GLAPIV (plus departmental funding) |
17. Results Achieved in 2008-2009
Environment Canada
Work continued to achieve progress in restoration of Great Lakes Areas of Concern, including the following:
Work continued to achieve a better understanding of the state and trends in the Great Lakes Ecosystem. Environment Canada worked with universities and other government agencies on many water and wildlife research projects, including the following:
Work continued to reduce the release of harmful substances. Environment Canada worked with the Great Lakes community on projects, including the following:
Fisheries and Oceans Canada
Work continued to conduct science, enhance fish habitats and control the negative impacts of established invasive species.
Projects included the following:
Agriculture and Agri-Food Canada
Work continued to improve beneficial agriculture management practices, with involvement of the Great Lakes farming community
in numerous projects, including the following:
Natural Resources Canada
Work continued towards the achievement of the sustainable development of Canada's energy, forestry and mineral metals
resources within the Great Lakes Basin, including the following:
Parks Canada
Delivers the National Parks and National Marine Conservation Areas programs, and works to develop and maintain a viable
protected areas network in the Great Lakes Basin that is relevant to Canadians. Projects included the following:
Transport Canada
Work continued to ensure compliance with Canada Shipping Act regulations related to the ecosystem health of
the Great Lakes. Transport Canada undertook a wide variety of inspection, monitoring and training programs, including
the following:
Infrastructure Canada
Work continued towards providing funding to eligible infrastructure projects in support of a cleaner environment, including
improved wastewater treatment, among other objectives. Under the Communities Component of the Building Canada Fund,
as well as through the Infrastructure Stimulus Fund, federal funding has been announced for numerous wastewater infrastructure
projects located in communities surrounding the Great Lakes.
Although not approved during the period covered in this report, wastewater infrastructure projects located in the following communities near the Great Lakes were announced in June 2009 as priorities for funding under the Major Infrastructure Component of the Building Canada Fund: Timmins, Owen Sound, Red Rock, Nipigon, Cornwall, South Dundas and Halton Region.
Health Canada
Work continued to enhance environmental health knowledge within the Great Lakes Basin that can be integrated into policies
to address risks to human health by all levels of government. Projects included the following:
18. Comments on Variances
Environment Canada: Dedicated Great Lakes funding (GLAP IV) is received only by Environment Canada and Fisheries and Oceans Canada, who also each contribute departmental A-base towards achieving results under COA. All other partners (federal and provincial) achieve COA results via departmental funding. Reported spending by Environment Canada of GLAP IV resources was less than expected in 2008-2009 due to changes in departmental resource allocations following a restructuring exercise. As mentioned above, Environment Canada also spends A-base funding to achieve COA results; however, exact figures are not available.
Parks Canada: Figures for planned and actual spending are not available, since Parks Canada financial coding systems are not designed to separate out Great Lakes-specific activities.
Health Canada: Health Canada supports work for the Great Lakes Basin Ecosystem Initiative through the joint Environment Canada-Health Canada Chemicals Management Plan. Specific resource figures are not available, since this spending is not tracked separately in Health Canada's financial system.
Infrastructure Canada: Exact figures are not available for total approved, and planned and actual spending for 2008-2009.
19. Results to be Achieved by Non-federal Partners (if applicable): N/A
20. Contact Information: Alison Kennedy, A/Manager, 416-739-5913
For more information: www.on.ec.gc.ca/greatlakes/default.asp
Appendix: COA Results Statements
PRIORITY 1: AREAS OF CONCERN
Result 1.1 Reduce microbial and other contaminants and excessive nutrients from industrial or municipal wastewater to
achieve delisting targets in Nipigon Bay and St. Lawrence River (Cornwall) Areas of Concern (AOC)
Result 1.2 Reduce microbial and other contaminants and excessive nutrients from rural non-point sources to meet delisting
criteria in the St. Lawrence River (Cornwall) AOC
Result 1.3 Contaminated sediment management strategies developed for the Wheatley Harbour AOC and implemented in the
St. Lawrence River (Cornwall) AOC
Result 1.4 Plans in place and being implemented to rehabilitate fish and wildlife habitats and populations to meet delisting
targets in the Wheatley Harbour and St. Lawrence River (Cornwall) AOCs
Result 1.5 Informed, effective collaboration among governments, communities and individuals to prioritize and complete
actions required for delisting and confirming environmental recovery in Nipigon Bay, Jackfish Bay, Wheatley Harbour
and St. Lawrence River (Cornwall) AOCs
Result 1.6 Environmental monitoring and reporting to document improvements and track environmental recovery
Result 2.1 Reduce microbial and other contaminants and excessive nutrients from municipal sewage treatment plants, combined
sewer overflows, urban stormwater and industrial wastewater towards delisting targets in St. Marys River, St. Clair
River, Detroit River, Niagara River, Hamilton Harbour, Toronto and Region, and Bay of Quinte AOCs
Result 2.2 Reduce microbial and other contaminants and excessive nutrients from rural non-point sources towards achieving
the Remedial Action Plan (RAP) delisting criteria in St. Clair River, Detroit River, Niagara River, Hamilton Harbour,
and Toronto and Region AOCs
Result 2.3 Progress made in developing sediment management strategies to reduce ecological and human health risk from
contaminated sediments in Thunder Bay, Peninsula Harbour, St. Marys River, St. Clair River, Detroit River, Niagara River,
Hamilton Harbour, Port Hope and Bay of Quinte AOCs
Result 2.4 Long-term management plans being developed and priority actions for delisting being implemented for rehabilitation
and protection of fish and wildlife habitats and populations in St. Marys River, St. Clair River, Detroit River, Niagara
River, Hamilton Harbour, Toronto and Region, and Bay of Quinte AOCs
Result 2.5 Informed, effective collaboration among governments, communities and individuals to prioritize and complete
actions required for delisting and confirming environmental recovery in AOCs
Result 2.6 Identify monitoring needs, undertake required studies and evaluate results to assess environmental recovery
and support remediation strategies in AOCs
PRIORITY 2: HARMFUL POLLUTANTS
Result 1.1 Reduction in releases of Tier 1 substances beyond the 2005 achievements towards the goal of virtual elimination
Result 2.1 Reduction in releases of Criteria Air Pollutants
Result 2.2 Coordinated activities to reduce releases from municipal wastewater
Result 2.3 Develop and initiate a program for the Sound Management of Chemical Substances in the Great Lakes Basin
Result 3.1 Improved understanding of the sources, fate and impacts of harmful pollutants in the Great Lakes Basin
Result 3.2 Human health risks from harmful pollutants are understood and addressed in the Great Lakes Basin
PRIORITY 3: LAKE AND BASIN SUSTAINABILITY
Result 1.1 Increased awareness and appreciation of the Great Lakes and their contributions to social, economic and environmental
well-being
Result 1.2 Increased stewardship actions that work towards a balance between human well-being and prosperity, and healthy
aquatic ecosystems
Result 1.3 Sustainable use of land, water and other natural resources to provide benefits from the Great Lakes now and
in the future
Result 1.4 Enhanced knowledge about beneficial and harmful impacts of human activities on Great Lakes aquatic ecosystems
and resources
Result 2.1 Reduce microbial and other contaminants and excessive nutrients from industrial and municipal wastewater,
combined sewer overflows and urban stormwater sources, consistent with actions specified in binational Lakewide Management
Plans and binational lake action plans
Result 2.2 Reduce microbial and other contaminants and excessive nutrients from rural sources by undertaking actions
specified in the binational Lakewide Management Plans and binational lake action plans
Result 2.3 Identification of contaminated sediment and development of sediment management plans to reduce the release
and impact of sediment-bound contaminants on the Great Lakes Basin Ecosystem
Result 2.4 Enhanced knowledge about beneficial and harmful impacts of human activities on Great Lakes water quality
Result 3.1 Great Lakes aquatic ecosystems and habitats are protected, restored and sustained consistent with binational
Great Lakes planning
Result 3.2 Progress on rehabilitation of Great Lakes native species to restore the health of aquatic ecosystems, consistent
with binational Great Lakes planning
Result 3.3 Enhanced knowledge about beneficial and harmful impacts of human activities on Great Lakes aquatic ecosystems,
habitats and species
Result 4.1 Implementation of the National Action Plan to Address the Threat of Aquatic Invasive Species in the Great
Lakes
Result 4.2 Enhanced knowledge about the harmful impacts of aquatic invasive species on Great Lakes aquatic ecosystems,
food webs and species
Result 5.1 The impacts of climate change on the Great Lakes ecosystem composition, structure and function, including
biodiversity (organisms and their habitat), water quality and quantity, human health and safety (including access to
clean drinking water), social well-being and economic prosperity, are understood by governments and the Great Lakes
community
Result 6.1 The potential risks to Great Lakes drinking water intakes are identified and assessed, and early actions
to address risks are undertaken
Result 6.2 Develop knowledge and understanding of water quality and quantity issues of concern to the Great Lakes as
drinking water sources
PRIORITY 4: COORDINATION OF MONITORING, RESEARCH AND INFORMATION
Result 1.1 Responsive and comprehensive monitoring and research programs
Result 2.1 Improved reporting on environmental conditions, changes and progress
Result 2.2 Increased sharing of data and information among governments, organizations and Basin residents
1. Name of Horizontal Initiative: Implementation of the Species at Risk Act
2. Name of Lead Department: Environment Canada
3. Lead Department Program Activity: Biodiversity is conserved and protected
4. Start Date of the Horizontal Initiative: 2000
5. End Date of the Horizontal Initiative: Ongoing (Current approval of sunsetting resources portion ends in 2011-2012)
6. Total Federal Funding Allocation (start to end date): $713 million
7. Description of the Horizontal Initiative (including funding agreement): This horizontal initiative supports the development and implementation of the National Strategy for the Protection of Species at Risk and the Species at Risk Act (SARA) that came fully into force in June 2004. Environment Canada, Fisheries and Oceans Canada and Parks Canada are the departments and agency responsible for the protection of species at risk under federal jurisdiction. The three departments received funds from Treasury Board in 2000 for the "Implementation of the National Strategy for the Protection of Species at Risk and their Critical Habitat", in 2003 for the "Implementation of the Act respecting the protection of wildlife species at risk in Canada" and in 2007 for "Delivering results under the Species at Risk Act".
8. Shared Outcome(s):
9. Governance Structure(s):
10. Federal Partners | 11. Federal Partner Program Activity | 12. Names of Programs for Federal Partners | 13. Total Allocation (from Start to End Date) | 14. Planned Spending for 2008-2009 | 15. Estimated Actual Spending for 2008-2009 | 16. Expected Results for 2008-2009 | 17. Results Achieved in 2008-2009 |
---|---|---|---|---|---|---|---|
Environment Canada | Wildlife is conserved and protected | Environment Canada Species at Risk Program | $424,000,000 | $50,970,500 | $46,454,968 |
|
|
Fisheries and Oceans Canada | Fisheries Management | Fisheries and Oceans Canada Species at Risk Program | $176,500,000 | $24,806,000 | $24,193,700 | ||
Parks Canada | Heritage Resources Conservation |
Parks Canada Species at Risk Program | $102,500,000 | $14,100,000 | $9,287,000 | ||
Total | $713,000,000 | $89,257,500 | $79,935,668 |
18. Comments on Variances:
19. Results to be achieved by non-federal partners (if applicable):
20. Contact information:
Mary Taylor
Director
Conservation Service Delivery and Permitting Division
Canadian Wildlife Service
Environment Canada
819-953-6283
Mary.Taylor@ec.gc.ca
1. Name of Horizontal Initiative: The Federal Contaminated Sites Accelerated Action Plan (FCSAAP, which was succeeded by the Federal Contaminated Sites Action Plan [FCSAP], approved March 2005)
2. Name of Lead Department(s): Environment Canada and Treasury Board of Canada Secretariat
3. Lead Department Program Activity: Risks to Canadians, their health and their environment posed by toxic and other harmful substances are reduced (Environment Canada); Management Policy Development and Oversight (Treasury Board of Canada Secretariat)
4. Start Date of the Horizontal Initiative: FCSAAP commenced on April 1, 2003; FCSAP has been in effect since April 2005
5. End Date of the Horizontal Initiative: FCSAAP funding to March 31, 2008. Replaced by FCSAP in April 2005, and this funding is expected to continue for 15 years. Currently, funding has been approved until March 31, 2011.
6. Total Federal Funding Allocation (start to end date): $1,709.6 million
7. Description of the Horizontal Initiative (including funding agreement): FCSAAP and its successor, FCSAP, are long-term mechanisms in place to address federal contaminated sites having the highest risks for human health and the environment. At the end of March 2004, federal contaminated sites represented a financial liability of approximately $3.5 billion. Although responsibility for the management and remediation of federal contaminated sites rests with the responsible custodial departments, the overall program is administered jointly by Environment Canada and the Treasury Board of Canada Secretariat.
8. Shared Outcome(s): Reduce federal financial liability and risks to human health and the environment, including fish habitat. Increase public confidence in the overall management of federal real property through the effective risk management or remediation of individual federal contaminated sites.
9. Governance Structure(s): Federal Contaminated Sites Assistant Deputy Ministers' Steering Committee is supported by the Director Generals' Committee, the Contaminated Sites Management Working Group and the FCSAP Secretariat at Environment Canada, which provides overall program coordination.
10. Federal Partners | 11. Federal Partner Program Activity | 12. Names of Programs for Federal Partners | 13. Total Allocation (from Start to End Date)* | 14. Planned Spending for 2008-2009 | 15. Estimated Actual Spending for 2008-2009** | 16. Expected Results for 2008-2009*** | 17. Results Achieved in 2008-2009 |
---|---|---|---|---|---|---|---|
Agriculture and Agri-Food Canada | Enterprise Activities | Asset Management | $5,465,649 | $666,320 | $621,866 Variance: |
Remediation and risk management for three projects (three sites) Assessment of approximately 12 sites |
On-going remediation of one site Assessment of eight sites |
Canada Border Services Agency | Corporate Management and Direction | Infrastructure and Environment | $1,620,212 | $211,785 | $211,785 | Remediation and risk management for one project (one site) | In-situ remediation continued at one site. Human health and environmental risks were actively managed and monitored. |
Canadian Food Inspection Agency | N/A | N/A | $183,783 | $0 | $0 | Not applicable | Not applicable |
Correctional Service of Canada | Internal Services | Facilities and Asset Management Services | $10,368,094 | $1,534,331 | $1,605,755 Variance: +$71,424 (additional funds spent were carried forward from previous years) |
Remediation and risk management for three projects (three sites) | Three remediations and seven assessments were completed in 2008-2009. |
Environment Canada (includes Projects, Expert Support, and FCSAP Secretariat) |
Risks to Canadians, their health and their environment posed by toxic and other harmful substances are reduced | Risks to Canadians, their health and their environment posed by toxic and other harmful substances are assessed | $ 93,775,119 | 12,689,636 | $9,589,766 Variance: |
Projects Remediation and risk management for eight projects (89 sites) Assessment of approximately 26 projects (125 sites) |
Projects Remediation projects: eight projects (for 47 sites) Assessment projects: 32 projects (for 172 sites). |
Risks to Canadians and impacts on the environment posed by toxic and other harmful substances are managed | Expert Support Provision of scientific and technical advice to custodial departments with respect to the ecological risk
evaluation of federal contaminated sites Secretariat |
Expert Support Provided guidance and expert advice to 16 custodial departments for the management of their sites so that
risk to the environment is eliminated or minimized |
|||||
Fisheries and Oceans Canada (includes Projects and Expert Support) |
Internal Services | Contaminated Sites: FCSAP projects | $100,102,485 | $17,130,722 | $16,430,322 Variance: |
Projects Assessment of approximately 732 sites Remediation and risk management for 153 sites |
Assessment activities were performed at 778 sites, of which 69 sites
require no further action and have been closed. Remediation and/or risk management activities were performed at 164 sites, of which 32 sites require no further action and have been closed. Based on a review of historical information, the Department identified an additional 742 sites that require no further action. The Department closed a total of 843 sites in the 2008-2009 fiscal year (742+69+32). |
FCSAP: Expert Support | Expert Support Provision of scientific and technical advice to custodial departments with respect to the risk management of federal contaminated sites Participation in the project submission process, including review of information provided by departments and provision of fish habitat portion of ecological risk evaluation score |
Expert Support Provided scientifically sound guidance and expert advice to custodial departments for the management of federally owned and/or managed contaminated sites so that impacts to fish and fish habitat are eliminated or minimized Reviewed project eligibility requirement documents and provided input into ecological risk evaluation scores to ensure that remediation and risk management projects are eligible for funding |
|||||
Health Canada (includes Projects and Expert Support) |
First Nations and Inuit Health | First Nations and Inuit Health Protection | $51,167,054 | $7,355,638 | $7,353,158 Variance: |
Projects Remediation and risk management for eight projects (eight sites) |
Completed two of seven projects; remediation ongoing with five of seven remaining projects |
Contaminated Sites | Healthy Environments, Consumer Safety Branch | Expert Support Provision of scientific and technical advice to custodial departments with respect to the human health risk
management of federal contaminated sites |
1. PQRAs were peer-reviewed and scored for 51 federal sites, in
support of the FCSAP funding process. Guidance Development: |
||||
Indian and Northern Affairs Canada | Responsible Federal Stewardship | Contaminated Sites Remediation | $833,790,704 | $111,753,358 | $ 90,830,503 Variances: |
Indian and Inuit Affairs Remediation and risk management at 43 projects (81 sites) Assessment of approximately 2745 sites |
Remediation and risk management at 43 projects (80 sites) Assessment of approximately 2794 sites |
Northern Land and Resources | Contaminated Sites | Northern Affairs Remediation and risk management for 26 projects (29 sites) Assessment of approximately 113 sites |
Northern Affairs Remediation and risk management work carried out on 22 projects (25 sites) Assessment work undertaken at 152 sites, including 114 new sites assessed |
||||
Jacques Cartier and Champlain Bridges Incorporated | Management of federal bridge, highway and tunnel infrastructure, and properties in the Montréal area | N/A | $795,672 | $109,734 | $59,734 Variance: |
Remediation and risk management for one project (one site) | Ongoing remediation and risk management for one project (one site) |
Marine Atlantic Inc. | Corporate Management | FCSAP (projects) | $120,000 | $0 | $0 | Not applicable; joined program in 2009 | Not applicable; joined program in 2009 |
National Defence | Contribute to Canada and the international community | Contribute to the international community in accordance with Canadian interests and values | $380,070,345 | $65,358,805 | $64,720,715 Variance: |
Remediation and risk management for 77 projects (144 sites) Assessment of approximately 219 sites |
Remediation and risk management for 68 projects (125 sites). Work completed
on 13 sites. Assessment for 50 projects (136 sites). Assessment completed on 53 sites. |
National Capital Commission | Real Asset Management | Land and real asset management | $8,410,400 | $1,619,433 | $1,469,600 Variance: |
Remediation and risk management for three projects (three sites) Assessment of approximately 54 sites |
Remediation and risk management for three projects (three sites) Assessment of 69 sites |
National Research Council | Internal Services | Environmental Operations | $4,835,000 | $0 | $0 | Not applicable; joined program in 2009 | Not applicable; joined program in 2009 |
Natural Resources Canada | Corporate Management | The provision of relevant and timely policy analysis and advice for decision-making on government priorities and departmental responsibilities | $27,915,806 | $474,000 | $466,806 Variance: |
Remediation of one project (one site) Assessment of approximately 16 sites |
Remediation for one project (one site) Assessment of 10 sites |
Parks Canada | Conserve Heritage Resources | Active Management and Restoration | $38,814,369 | $4,531,933 | $2,885,904 Variance: |
Remediation and risk management for 20 projects (26 sites) Assessment of approximately 38 sites |
Remediation and/or risk management for 14 projects (11 sites) Assessment of approximately 19 sites |
Public Works and Government Services Canada (includes Projects and Expert Support) |
Federal Accommodation and Holdings | FCSAP (projects) | $31,810,173 | $4,893,181 | $4,822,181 Variance: |
Projects Remediation and risk management at 13 projects (17 sites) Assessment of approximately 41 sites |
Projects Remediation and risk management at 14 projects (18 sites) Assessment of approximately 41 sites |
FCSAP (expert services) | Expert Support Development of project management tools, dissemination of information on innovative technologies and technologies used at individual projects |
Expert Support Developed project management tools, disseminated information on innovative technologies, and technologies used at individual projects |
|||||
Royal Canadian Mounted Police | Corporate Infrastructure and Internal Services | $23,100,214 | $6,453,020 | $2,262,579 Variance: |
Remediation and risk management for 14 projects (15 sites) Assessment of approximately 647 sites |
Remediation and risk management for 14 projects (15 sites) Assessment of approximately 661 sites |
|
Transport Canada | Sustainable Transportation Development and the Environment | Environmental Programs | $150,768,926 | $14,475,720 | $12,736,200 Variance:
|
Remediation and risk management for 17 projects (17 sites) Assessment of eight sites |
Remediation and risk management for 14 projects (14 sites) Assessment of five sites |
Treasury Board of Canada Secretariat | Management Policy Development and Oversight | Assets and Acquired Services | $2,747,200 | $480,804 | $480,804 | Ensures consistency with Treasury Board policies on management of federal contaminated sites, reviews financial aspects of proposals, administers fund and advises Environment Canada on monitoring of government-wide progress | Advice on the management of federal contaminated sites to custodian departments and to the Environment Canada Federal Contaminated Sites Action Plan Secretariat; maintenance of the Federal Contaminated Sites Inventory; chaired and coordinated planning for the 2008 Federal Contaminated Sites National Workshop, held in Vancouver, British Columbia, from April 28 to May 1, 2008 |
Unallocated program management resources | $0 | $0 | $0 | ||||
Accommodation charges | $9,046,626 | $1,430,446 | $1,430,446 | ||||
Total | $1,774,907,831 | $251,168,866 | $217,978,144 Variances: $33,190,722 ($4,712,356 carried forward; $20,762,618 reprofiled; $6,580,363 lapsed; $1,206,809 reallocated internally; -$71,424 funds brought forward from previous years) |
||||
Notes: * Treasury Board approved as of June 11, 2009 ** Based on information provided by custodians in June 2009; does not include custodian cost share. Program reporting for 2008-2009 will not be finalized before the fall of 2009. *** Note that custodians have flexibility with respect to activities undertaken and often the number of sites actually worked on will vary from what was planned due to unforeseen delays (weather, difficult access to remote locations, etc.) or changes in custodian priorities. |
18. Comments on Variances: See comments in column 15.
19. Results to be Achieved by Non-federal Partners (if applicable): N/A
20. Contact Information: FCSAP.PASCF@ec.gc.ca
For more information: www.federalcontaminatedsites.gc.ca/
Lead Department | Environment Canada |
---|---|
Lead Department Program Activity |
3.3 - Clean Air Program |
Federal Theme Partners | Natural Resources Canada, Transport Canada, Health Canada, Department of Foreign Affairs and International Trade, Indian and Northern Affairs Canada, Public Health Agency of Canada, National Research Council, Industry Canada |
Start Date |
April 1, 2007 |
End Date | March 31, 2011 |
The Clean Air Agenda is a fundamental component of the Government of Canada's broader efforts to address the challenges of climate change and air pollution, with a view to building a clean and healthy environment for all Canadians. These challenges are being addressed through:
The 2008-2009 marked the second year of the Clean Air Agenda's four year mandate. This horizontal Agenda involves nine federal partners who deliver on 44 programs aimed at:
Environment Canada provides federal leadership for the Clean Air Agenda through the coordination of the efforts made by its CAA federal partners, including the responsibility to collectively report to Canadians on the framework.
For consolidated Agenda-level results, please refer to Canada's Performance Report 2008-2009 on the TBS website: http://www.tbs-sct.gc.ca/reports-rapports/cp-rc/2008-2009/cp-rc03-eng.asp#clean
For more detailed information on Clean Air Agenda results achieved in 2008-2009, the following tables detail results achieved at the Theme and Program Level.
Total Approved Spending over the 2007-2011 period | Total 2008-2009 Planned Spending |
Actual Spending for 2008-2009 |
---|---|---|
$ 2.2 B | $ 549.7 M | $ 463.4 M |
Lead Department | Environment Canada |
---|---|
Federal Theme Partners | Transport Canada, Natural Resources Canada, Health Canada |
CARA is an integrated, nationally consistent approach to reduce emissions of both air pollutants and greenhouse gases (GHGs), intended to protect the health and environment of Canadians, and to avoid falling further behind our trading partners. The regulations and targets to be pursued under CARA are designed to:
No expected results for 2008-2009 were defined in the Horizontal Report on Plans and Priorities 2008-2009 at the Theme level; please refer to program expected results.
Immediate Outcomes
Intermediate Outcomes
Final Outcome
In support of the reduction of air emissions:
Progress was made in developing and implementing the Regulatory Framework for Industrial Greenhouse Gas Emissions, including the complementary offset system, and the infrastructure to support the system. The plan to reduce emissions by 20% in 2020 from 2006 levels is on track, however, the economic downturn and the renewed engagement by the new US Administration has required that we fine-tune our approach.
Environment Canada worked intensively, with affected sectors, provinces and non-government organizations, on development of a comprehensive air management system, including an approach to national regulations of industrial emissions of air pollutants consistent with the Canadian Environmental Assessment Act (CEPA).
The support of science was very successful as illustrated by the timely delivery of science describing the air quality co-benefits on human and environmental health from proposed GHG emission regulations; assessing the impact of marine emissions in support of the North American application to the International Maritime Organization to establish an emissions control area, and; science to support the development of on- and off-road transportation regulations. Ongoing refinement and use of the Air Quality Benefit Assessment Tool continued in order to estimate health benefits of proposed air pollution reductions: such as the development of methodologies for the analysis of life expectancy and quality-of-life impacts of ozone and particulate matter.
In support of a more efficient and cleaner transportation sector:
The Government increased the efficiency and stringency of its regulations and regulatory approaches by:
In support of safer and energy efficient consumer products:
The Government published three regulations for 1) architectural paints, 2) auto refinish products and 3) certain consumer products to reduce emissions of volatile organic compounds which contribute to the formation of smog.
The Government amended the Energy Efficiency Regulations to include new performance standards for 7 products previously unregulated and increased the stringency of 4 existing standards. Notable standards included those for general service light bulbs and gas furnaces. The amendment also prescribed labelling requirements for the three most commonly used light bulbs. In addition 3 new Energy Star specifications have been introduced in Canada and 14 existing specifications made more stringent to increase energy efficiency.
Numerous initiatives were also conducted to address the issue of residential wood combustion, especially in urban areas, to better scope and design regulatory and non-regulatory instruments such as a collaboration with the Municipality of Whitehorse, Yukon Environment and Yukon Health in the development and implementation of an ambient air quality monitoring study of wood smoke emissions within the city of Whitehorse.
In support of improving air quality in Canadian households and buildings:
The priority list of indoor air contaminants was finalized in consultation with federal, provincial, non-governmental and industry stakeholders, and work on assessments of the first priority substances was initiated. These assessments will form the basis of new Canadian Residential Indoor Air Quality guidelines, which will be used to reduce Canadians' exposure to these substances.
Residential Indoor Air Quality Guidelines for carbon monoxide and ozone were finalized for publication in Canada Gazette, Part I, for public consultation.
Draft indoor air assessments were completed for particulate matter and NO2; guidelines will be developed and published in Canada Gazette, Part I, for public consultation, in 2009-2010. These guidelines will provide the scientific foundation for developing measures to reduce Canadians' exposure to these two substances.
More than 40 companies across Canada are now certified for radon testing service, providing a better service to the Canadian public; there were none in 2007-2008.
A pilot radon/thoron testing survey was conducted in Winnipeg to assess health risks from exposure to thoron.
In support of more accurate reporting, as well as easier compliance on air emissions:
Instruments were developed to secure effective management of air emissions, such as:
Analysis of the energy, emissions and economic consequences of achieving the Government's proposed
greenhouse gas emission reduction target were also conducted, supporting the development of effective regulatory measures.
Click here for CARA program-level details.
Total Approved Spending over the 2007-2011 period for Theme | Total 2008-2009 Planned Spending for Theme programming | Actual Spending for 2008-2009 |
---|---|---|
$347,300,000 |
$76,006,683 |
$62,634,047 |
Lead Department | Natural Resources Canada |
---|---|
Federal Theme Partners | Indian and Northern Affairs Canada |
Energy production and use is responsible for the majority of Canada's greenhouse gas (GHG) and air pollution emissions.
The Government's Clean Air Agenda combines a regulatory agenda for major energy-related sources of emissions with complementary
program measures, which encourage action in key areas that cannot be effectively addressed through regulation.
As part of the Clean Air Agenda, Natural Resources Canada (NRCan) and Indian and Northern Affairs Canada (INAC) are
delivering the ecoENERGY Initiatives - a set of measures to promote smarter energy use, increase clean energy supply,
and support the development and deployment of clean energy technologies.
The suite of Clean Energy initiatives has been designed to complement the regulatory aspects of the Clean Air Agenda
by highlighting existing government work and introducing new measures that immediately address important sources of
emissions and that will facilitate the transition to major emissions reductions that will be required by regulation
over the longer term.
As the lead department for the Clean Energy theme, NRCan is responsible for collecting, collating and reporting information
on the progress of Clean Energy programming.
No expected results for 2008-2009 were defined in the Horizontal Report on Plans and Priorities 2008-2009 at the theme level; please refer to program expected results.
Immediate Outcomes
Intermediate Outcomes
Final Outcome
All reporting is for 2008-09 unless otherwise stated.
Immediate Outcomes
Partnerships and collaborative agreements with stakeholders to promote clean energy activities that result in lower emissions of GHGs and CACs.
Involvement by industry in developing and using energy efficiency products, services, and processes that result in lower emissions of GHGs and CACs.
Transfer and/or use of clean energy technologies and practices leading to lower emissions of GHGs and CACs.
Awareness and understanding among stakeholders of the potential for, and methods of, reducing GHGs and CACs through energy production and use.
Policy and monitoring that supports GHG and CAC reductions.
Intermediate Outcomes
Adoption of energy efficiency products and services that result in reduced GHGs and CACs.
Adoption of renewable energy products and services, and strengthened infrastructure, resulting in reduced GHGs and CACs.
Availability of innovative, market-ready energy processes, products and services that result in reduced GHGs and CACs.
Final Outcomes
Reduced emissions of GHGs and CACs from clean energy activities.
Total Approved Spending over the 2007-2011 period for Theme | Total 2008-2009 Planned Spending for Theme programming | Actual Spending for 2008-2009 |
---|---|---|
$1,177,040,000 |
$206,877,000 | $202,535,424 |
Lead Department | Transport Canada |
---|---|
Federal Theme Partners | Natural Resources Canada, Environment Canada |
The Clean Transportation Theme program measures will work towards: improved management of sustainable transportation infrastructure in communities; improved efficiency and reduced emissions of air pollutants and greenhouse gases (GHG) from the movement of goods; and improved fuel efficiency and reduced emissions from the personal vehicle fleet.
No expected results for 2008-2009 were defined in the Horizontal Report on Plans and Priorities 2008-2009 at the theme level; please refer to program expected results.
Immediate Outcomes
Intermediate Outcomes
Final Outcome
In 2008-2009, the twelve programs under the Clean Transportation Theme were in their second year of operation, building upon the organizational groundwork established during the first year. Performance under this theme should still be considered at this point in time in terms of outputs, rather than outcomes, however there are some promising outcomes being achieved in terms of the uptake of new technologies and best practices. Recent changes in general economic conditions may affect the reach of these programs: the moderation of fuel prices reduced consumers' incentives to purchase more fuel-efficient vehicles and to drive less; the decline in economic activity reduced investments in new equipment and technologies in the freight industries; and there was a sharp decline in purchases of new vehicles of all types.
Financial incentives and assistance was provided to members of the transport sector to increase uptake of emission-reducing technologies. In 2008-2009, over 117,000 ecoAuto Rebate applications were processed, and almost $120 million was distributed to eligible applicants. $6.9 million was spent during the year to retire 17,000 older vehicles under the National Vehicle Scrappage Program. Six projects, which will receive funding of about $2 million, continue to be implemented under the Freight Technology Demonstration Fund, and an additional nine projects for $3.5 million in funding were selected in January, 2009 and are underway. The two rounds of funding under the Freight Technology Demonstration Fund have allowed an uptake of 1254 pieces of emerging technology equipment across four modes of transportation. Similarly, fifteen projects with funding of $3.7 million are underway under the Freight Technology Incentives Program, and an additional 17 projects, with funding of $3.8 million, were selected in February, 2009. The two rounds of funding under the Freight Technology Incentives Program have allowed an uptake of 1654 pieces of proven technology equipment.
Under the ecoMobility Program, 14 projects worth $3 million were selected, of which three contribution agreements were signed in 2008-2009 and the remainder are under negotiation; proposals for a second round of funding were received on May 1, 2009. Following a competitive process, the Port Metro Vancouver was awarded $3 million in funding (including $2M under the Marine Shore Power Program and $1M under the Western Economic Diversification) to implement marine shore power at Canada Place - the first such initiative in Canada and the third in the world.
Ensuring that businesses and consumers have access to good information about fuel saving technologies and best practices is an important objective of the Clean Transportation theme, as this builds knowledge, awareness and capacity to adopt these strategies. In 2008-2009, a wide range of information services (including guidelines, toolkits, reports, workshops, conferences, awards, webinars, and website presentations) were made available by the transportation programs. There were over 461,000 visits to the ecoAuto Rebate Program website. The ecoTechnology for Vehicles Program provided information to over 50,000 people via its website and outreach activities.
Through training and education efforts, Clean Transportation Programs seek to change people's behaviour in favour of more sustainable transportation options. For example, under the ecoMobility Program, several transportation demand management (TDM) learning events took place over the year to foster implementation and measurement of TDM policies and programs at the municipal level. Almost 112,000 new drivers applied fuel efficient driving practices that they learned from the training materials provided under the ecoEnergy for Personal Vehicles Program. Under the ecoEnergy for Fleets program, the capacity of transportation professionals to reduce emissions was enhanced through training and through the provision of decision-support tools and information materials, including workshops. There were over 35,000 such knowledge transfer opportunities.
The completion and dissemination of research studies is essential to inform government, industry and consumers on matters ranging from program design to the availability and cost-effectiveness of emission-reducing technologies. In 2008-2009, the National Harmonization Initiative for the Trucking Industry completed a number of studies to examine the feasibility of mandating heavy truck speed limiters. These included traffic modeling to better understand the safety effects from differential car-truck speeds on highways, quantifying the environmental benefits from fuel savings and reduced greenhouse gas emissions (GHGs), and an assessment of the trade and competitiveness impacts of a speed limiter mandate. The ecoTechnology for Vehicles Program evaluated the fuel efficiency, emissions and safety performance of 14 advanced vehicle technologies (including full electric, plug hybrid, clean diesel, hydrogen fuel cell, hydrogen internal combustion engine and advanced gasoline vehicles), and initiated several studies of the market and regulatory barriers to the introduction of these new technologies. Four research studies and technical reviews (idling, eco-driving, driver training retention, and consumer buying habits) were completed under the ecoEnergy for Personal Vehicles Program and were used to update driver behaviour programs. The National Vehicle Scrappage Program conducted a baseline survey of owners of older vehicles to measure awareness of vehicle scrappage programs and impacts of older vehicles on the environment.
Continuing improvements are being made to the measurement of program outputs and outcomes, so as to ensure that tangible
outcomes will be measured as the programs complete their mandates.
Click here for Clean Transportation program-level details.
Total Approved Spending over the 2007-2011 period for Theme | Total 2008-2009 Planned Spending for Theme programming | Actual Spending for 2008-2009 |
---|---|---|
$461,716,953 |
$219,357,630 | $160,359,768 |
Lead Department | Health Canada |
---|---|
Federal Theme Partners | National Research Council of Canada |
Health Canada and National Research Council of Canada are responsible for implementation of the Indoor Air Quality Theme as an integral element of the government's broader Clean Air Agenda (CAA). This CAA Theme consists of two elements; the Indoor Air Research and Development initiative (National Research Council Canada) and the Radon Program (Health Canada). Together these initiatives will contribute to Theme results by supporting the research, development and dissemination of knowledge of indoor air quality risks and ways by which these risks can be managed. By generating and sharing knowledge about indoor air pollutants and how they can be managed, the Indoor Air Quality Theme elements will support informed decision-making by governments, industry and consumers on cost-effective means to reduce harmful exposures and, in so doing, reduce health risks. While the findings from these two research-based initiatives can provide useful input to potential regulatory initiatives under the Clean Air Agenda, their utility extends well beyond that, most notably by helping to identify and target non-regulatory measures that address indoor air concerns.
No expected results for 2008-2009 were defined in the Horizontal Report on Plans and Priorities 2008-2009 at the Theme level; please refer to program expected results.
Radon Strategy
Immediate Outcomes
Improved awareness by public, property managers, and governments of health risks and causes of reduced indoor air quality and strategies to improve it:
Development and support of technological solutions for improved indoor air quality:
Increased knowledge of health impacts and mitigation strategies related to indoor air pollution:
Indoor Air Research and Development Initiative
Immediate Outcomes
Increased knowledge of health impacts and mitigation strategies related to indoor air pollutants
Increased knowledge and support for the development of technological solutions for improved indoor air quality
Radon Strategy
Indoor Air Research and Development Initiative
Total Approved Spending over the 2007-2011 period for Theme | Total 2008-2009 Planned Spending for Theme programming | Actual Spending for 2008-2009 |
---|---|---|
$23,000,000 | $6,417,000 | $6,417,000 |
Lead Department | Environment Canada |
---|---|
Federal Theme Partners | Health Canada, Natural Resources Canada, Indian and Northern Affairs Canada, Public Health Agency of Canada |
The six Adaptation programs will begin to help Canadians build their capacity to adapt, by developing knowledge, information, tools and/or collaborative arrangements that they need to take action to successfully reduce their risks. These initiatives differ from many of the programs within the Clean Air Agenda as they do not contribute to reductions of greenhouse gases, but rather support the critical complementary activity of adaptation to climate change impacts.
About half of the total funding will build capacity to respond to diverse risks across the country and remain relevant to many economic sectors and regions. The other half will be targeted to address three urgent risks: (i) the North , where impacts of a changing climate are already very visible, vulnerability of communities and infrastructure is high, and the federal government has unique constitutional and land claims obligations toward Aboriginal people and northerners; (ii) human health , which faces particular risks through changing climate conditions and extremes, and the spread of infectious diseases; and (iii) infrastructure , in which governments and firms will invest hundreds of billions of dollars over the next decade, which must be designed to endure climate conditions that will differ from those of the past.
No expected results for 2008-2009 were defined in the Horizontal Report on Plans and Priorities 2008-2009 at the Theme level; please refer to program expected results.
Immediate Outcomes
Intermediate Outcomes
Final Outcome
While it is early days for the adaptation theme programs, progress is evident, especially with respect to increasing the availability of adaptation and air quality information and products. For example, the Improved Climate Change Scenarios Program completed development of the new Canadian global climate model and began testing the new regional climate model. Model output was disseminated via the Canadian Centre for Modeling and Analysis website and climate scenarios delivery was expanded with the addition of a server at name Yukon type College. The atmospheric hazards network also expanded to include all five regions of Canada.
The Climate Change and Health Adaptation in Northern/Inuit Communities Program developed a climate change application guide that resulted in 14 of 15 project applications for FY 2009-2010 meeting the application criteria. Also in the north, ten aboriginal and northern communities identified key risks and vulnerabilities to climate change impacts through the Program Assist Northerners in Assessing Key Vulnerabilities and Opportunities. In addition, 12 adaptation action plans identifying concrete community priorities and the action to manage risks were developed and 9 adaptation tools produced. Finally, eight communities completed climate change risk management strategies.
The Regional Adaptation Collaboratives Program solicited letters of interest from across the country and selected five to develop full proposals. The Innovative Risk Management Tools Program initiated development of adaptation tools in the areas of infrastructure, planning, energy, and risk management.
The national Air Quality Health Index (AQHI) and Forecast Program delivered AQHI forecasts on the Weather Office website for 26 locations across Canada. Memoranda of Agreement with provincial and municipal partners were developed to support outreach to Canadians. Enhancements, including improved accessibility, were made to the national AQHI portal web site. Development of an e-learning course for health professionals on the AQHI was begun. As the Index becomes more available across the country and is reported regularly by the media, the final outcomes indicating behaviour change and reduced incidence of air quality related mortality and morbidity will be measurable.
As part of the Climate and Infectious Disease Alert and Response System Program, the Public Health Agency of Canada (PHAC) produced tick distribution risk maps. Five proposals for contribution funding from academic institutions were approved. Under the Heat Alert and Response System project, Health Canada developed heat health information products and a heat monitoring system framework. An assessment of the scientific information and methodologies available on heat and human health was conducted. Memoranda of Agreement were signed with three communities to pilot a heat alert and response system and discussions were initiated with a fourth pilot community.
To effectively develop and implement adaptation measures to cope with a changing climate, the adaptation theme programs enhanced collaboration with a variety of partners. The Assist Northerners in Assessing Key Vulnerabilities and Opportunities program strengthened existing partnerships that were based on years of collaboration with aboriginal organizations, territorial governments, and federal government departments. New partnerships were established with engineers, planners, and the financial sector, as well as with national and international climate change experts in developing adaptation tools.
Progress was also made in the area of increasing capacity to conduct and apply adaptation and air quality science. For example, the program, Assist Northerners in Assessing Key Vulnerabilities and Opportunities, funded 21 projects that supported aboriginal and northern capacity building and training initiatives. The Improved Climate Change Scenarios Program regional training sessions on the use of scenarios were well-attended all across Canada. Several adaptation theme programs hosted workshops with their targeted stakeholders.
For more details on the theme results, please refer to the individual program results.
Click here for Adaptation program-level details.
Total Approved Spending over the 2007-2011 period for Theme | Total 2008-2009 Planned Spending for Theme programming | Actual Spending for 2008-2009 |
---|---|---|
$115,900,000 |
$26,045,025 |
$20,348,100 |
Lead Department | Environment Canada |
---|---|
Federal Theme Partners | Natural Resources Canada, Department of Foreign Affairs and International Trade, Industry Canada |
This theme aims to advance Canada's international action, improve Canadian air quality and reduce global greenhouse gas emissions. Funding in the amount of $50M is required to implement the following:
No expected results for 2008-2009 were defined in the Horizontal Report on Plans and Priorities 2008-2009 at the Theme level; please refer to program expected results.
Immediate Outcomes
Intermediate Outcomes
Final Outcome
Canadian leaders and senior officials are well-prepared to advance Canada's strategic interests related to climate change and air pollution in multilateral and bilateral fora.
Canada's domestic and international climate change and air pollution policies & negotiating positions are aligned and reflective of national circumstances.
Canada's profile as a provider of climate-friendly technologies is enhanced.
Total Approved Spending over the 2007-2011 period for Theme | Total 2008-2009 Planned Spending for Theme programming | Actual Spending for 2008-2009 |
---|---|---|
$50,000,000 |
$10,700,838 | $9,741,268 |
Lead Department | Environment Canada |
---|---|
Federal Theme Partners | -- |
This program was proposed by the federal government in support of Turning the Corner: A Plan to Reduce Greenhouse Gases and Air Pollution but has not been launched. The main objective is to improve capacity of communities and individuals to take action on clear air and climate change by stimulating the trial of new actions and purchases, which may have lasting benefits and result in significant reductions over the longer-term, which will lead Canadians to take positive environmental actions at home, school and workplace.
The goal would be to ensure that funded projects have measurable results and can be replicated by other groups or organizations. CACP would fund programs in the following areas: Home and outdoor energy efficiency - Encourage energy and water efficiency, waste reduction and the replacement or purchase of more energy-efficient products or technologies, including energy-efficient home appliances, lighting, lawn mowers and the purchase of energy from renewable sources; School-based sustainability - Improve the energy efficiency of school operations and facility management by engaging custodians, principals, teachers, students and parents. The program includes an educational component to engage teachers and students in learning about energy efficiency, water efficiency and waste reduction; and Greening the workplace - Inspire employees to adopt environmentally friendly behaviours at work and to encourage business owners and managers to implement measures to reduce energy consumption and associated emissions in their daily operations.
No expected results for 2008-2009 were defined in the Horizontal Report on Plans and Priorities 2008-2009 at the Theme level; please refer to program expected results.
Immediate Outcomes
Intermediate Outcomes (If launched)
Final Outcomes (If launched)
In preparation for possible launch, program materials and tools, including application forms, proposal evaluation
tools, and greenhouse gas / criteria air contaminants valuation tools were developed.
Click here for Partnerships program-level details.
Total Approved Spending over the 2007-2011 period for Theme | Total 2008-2009 Planned Spending for Theme programming | Actual Spending for 2008-2009 |
---|---|---|
$12,000,000 | $3,000,000 | $345,217 |
Lead Department | Environment Canada |
---|---|
Federal Theme Partners | Natural Resources Canada, Transport Canada, Health Canada, Department of Foreign Affairs and International Trade, Indian and Northern Affairs Canada, Public Health Agency of Canada, National Research Council, Industry Canada |
The Management and Accountability Theme sets the path for the Clean Air Agenda, Horizontal Management, Accountability and Reporting Framework (CAA-HMARF) which facilitates management and reporting of financial and non-financial performance information at the program level within 8 themes on a consolidated basis (at the theme and agenda levels) across participating departments and agencies. This then ensures that ongoing monitoring and assessment of progress in achieving objectives and expected outcomes against financial investments is made; and facilitates the setting of priorities and reallocating of resources, as appropriate ensuring engagement of the governance structure within the CAA-HMARF.
No expected results for 2008-2009 were defined in the Horizontal Report on Plans and Priorities 2008-2009 at the Theme level; please refer to program expected results.
Immediate Outcomes
Intermediate Outcomes
Final Outcome
The Management and Accountability Theme continued to implement the horizontal management, accountability and reporting framework for the 44 programs and 8 Themes of the Clean Air Agenda (CAA), with focus on meeting targeted short term results and ensuring accountability for progress toward longer term CAA outcomes. While the first year of implementation (2007-2008) involved building the institutional context in which federal partners could work collectively, this second year of the four year mandate (2007-2011) saw progress towards more engagement on horizontal issues.
Over 2008-2009, foundational management components were implemented (e.g., CAA Program Activity Architecture, a performance logic model). These provided the basis for an organized, cohesive and methodical approach for the ongoing collection and analysis of performance information and reporting of results. This also supported the development of a database of comprehensive and consistent performance information for use in developing future programming while ensuring continued transparent approaches to horizontal management and accountability were supported and detailed integrated information was made available to Parliament on investments made within the context of the Clean Air Agenda. With respect to the CAA program architecture, there was ongoing support for the overall logic model for the CAA. This was reinforced by additional investments made to the CAA as part of the 2009 Budget Economic Action Plan.Total Approved Spending over the 2007-2011 period for Theme | Total 2008-2009 Planned Spending for Theme programming
(as adjusted mid-year) |
Actual Spending for 2008-2009 |
---|---|---|
$5,000,000 |
$1,250,000 | $1,029,395 |
Department | Environment Canada |
---|---|
Departmental Program Activity | 3.3 Clean Air Program |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
Since May 2008, the government worked intensively with affected sectors, provinces and non-government organizations on development of a comprehensive air management system, including an approach to national regulations of industrial emissions of air pollutants consistent with the Canadian Environmental Protection Act (CEPA).
Although substantial elements of the GHG regulations were drafted, the economic downturn and the renewed engagement by the new US Administration has required that we fine-tune our approach.
Consultations with stakeholders were continued through 2008-2009, initially to get feedback on the proposed framework.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$60,500,000 |
$10,272,000 | $10,153,620 |
Department | Environment Canada |
---|---|
Departmental Program Activity | 3.3 Clean Air Program |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
Marine Spark-Ignition Engine and Off-road Recreational Vehicle Emission Regulations: Progress has been made on the development of the final regulations. Publication of final regulations in Canada Gazette Part II is anticipated in 2009-2010
Amendments to the Off-Road Compression-Ignition Engine Emission Regulations: Development of the proposed amendments to incorporate more stringent U.S. Tier 4 standards is on-going with an anticipated publication in the Canada Gazette, Part I, in 2009-2010.
Amendments to the On-Road Vehicle and Engine Emission Regulations: Development of the proposed amendments to incorporate On-Board Diagnostic System requirements for heavy-duty vehicles is on-going with an anticipated publication in the Canada Gazette, Part I, in 2009-2010.
On-going administration of vehicle and engine emission regulations including registering and tracking Notices of Defect; registering and tracking temporary import declarations; and responding to technical inquiries from regulatees seeking clarification regarding elements of the regulations.
National marine emissions inventory and forecast, air quality modelling and ecosystems effects analyses were completed. These analyses supported the decision to proceed jointly with the U.S. to apply for an Emission Control Area designation on March 27, 2009. Additional analyses such as cost effects, traffic assessments were also conducted.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$24,200,000 |
$4,380,000 |
$3,088,395 |
Department | Transport Canada |
---|---|
Departmental Program Activity | C00 - Sustainable Transportation Development and the Environment |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
Motor Vehicle Fuel Consumption Regulations
Emission Reductions from Rail
Emission Reductions from Ships
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$22,500,000 |
$4,684,500 |
$2,152,280 |
Department | Natural Resources Canada |
---|---|
Departmental Program Activity | 2.1 - Clean Energy |
Provision of support for regulations implemented for model year 2011 and published in the Canada Gazette by December 2008
Immediate Outcomes
Intermediate Outcomes
Final Outcome
Immediate Outcome: Canada's motor vehicles and engines fleet becomes increasingly more fuel efficient and cleaner as a result of new vehicle regulations to reduce fuel consumption and greenhouse gases beginning in 2011 and new emission control standards applied to regulated modes of transportation and engines used and sold in Canada.
Results: Ongoing analysis and support has been provided to advance the development of light-duty vehicle fuel efficiency regulations. However, publication in the Canada Gazette has been delayed primarily because of a shift in approach in Canada. Delays were also incurred while waiting for US regulations to be finalized and amendments to the Motor Vehicle Fuel Consumption Standards Act to be finalized and tabled.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$3,200,000 | $1,628,783 |
$576,109 |
Department | Environment Canada |
---|---|
Departmental Program Activity | 3.3 - Clean Air Program |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
The three VOC Concentration Regulations for certain consumer products, architectural paints and auto refinish products were published in Canada Gazette part I on April 26, 2008.These three regulatory initiatives will reduce emissions of VOCs which contribute to the formation of smog.
Initiated and completed two research studies: Residential Wood Combustion industry socio-economic study; Emissions factor study of certified residential wood appliances. These studies will enhance capacity to conduct cost-benefit analysis and to enhance departmental emissions inventory in support of a future regulation to reduce emissions from residential wood burning appliance products.
Enhanced an understanding of the importance of emissions from residential wood combustion appliances to local air quality which, in turn, will support the rationale for future management action, as well as provide a basis from which to evaluate the effectiveness of an intervention, such as a product regulation, by:
Initiated research study to assess the prevalence of outdoor wood boiler use across Canada (ongoing) in order to inform the effective design and use of management instruments to address this product.
Continued review Canadian Standards Association (CSA) B415.1 Performance Testing of Solid-Fuel-Burning Heating Appliances standard. Final publication of the revised standard is anticipated by March 2010. As input for CSA B415.1, a verification testing program of 4 central residential wood heating appliances was completed by March 2009. Participated in review and development of American Society for Testing and Materials (ASTM) standards for solid-fuel burning standards in collaboration with US partners. The CSA and ASTM standards detail product emission limit requirements and testing protocols.
Collaborated with other jurisdictions in order to exchange research and policy expertise in the development and implementation of management instruments to improve residential wood combustion products. Participated in discussions regarding US EPA review of their wood burning appliance regulation; maintained engagement with other Canadian jurisdictions through the Intergovernmental Working Group for Residential Wood Combustion (IGWGRWC)
Initiated drafting of discussion documents detailing regulatory and non-regulatory instruments scope and design of residential wood combustion products.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$12,000,000 |
$2,875,000 |
$2,120,372 |
Department | Natural Resources Canada |
---|---|
Departmental Program Activity | 2.1 Clean Energy |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
The 10th amendment to the Energy Efficiency Regulations was published December 24, 2008 and contained new performance standards for 7 products previously unregulated and increased the stringency of 4 existing standards. The standards will result in GHG emissions reductions of 9.69 MT per year in 2020 from what would otherwise be the case. Notable standards included those for general service light bulbs and gas furnaces. The amendment also prescribed labelling requirements for the three most commonly used light bulbs. In addition 3 new Energy Star specifications have been introduced in Canada and 14 existing specifications made more stringent.
Amendments to the Energy Efficiency Act were approved by the Senate on March 12, 2009.Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$32,000,000 | $7,774,000 | $6,507,457 |
Department | Health Canada |
---|---|
Departmental Program Activity | 3.1 - Healthy Environments and Consumer safety |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$17,500,000 |
$4,000,000 |
$3,282,887 |
Department | Environment Canada |
---|---|
Departmental Program Activity | 3.3 - Clean Air Program |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
Program 5 Output 1: Air quality objectives and guidelines are based on sound scientific information.
Program 5 Output 2: Measurements intended to "set-the-baseline" for tracking the benefits of regulations on the health and environmental effects of air pollutants across Canada.
Program 5 Output 3: Results from an improved air quality model describing future air quality conditions resulting from the implementation of air pollutant regulations.
Program 5 Output 4: Scientific information to support the development of air quality regulations, targets, objectives and guidelines; scientific support for Canadian positions and strategies during international negotiations.
Program 5 Output 5: Domestic scientific assessments of smog, acid deposition, mercury and other air pollutants describing emission sources, trends and the forecasted benefits of regulatory actions under CARA on air quality, human health and the environment.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$40,100,000 |
$9,685,000 |
$9,060,100 |
Department | Health Canada |
---|---|
Departmental Program Activity | 3.1 - Healthy Environments and Consumer Safety |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
The air quality exposure and assessment studies undertaken will assist in the development of regulations and air
quality objectives with a goal of reducing population exposures to air pollutants and improving human health. Science
support for the development of the regulatory framework for air emissions is now underway.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$71,300,000 | $15,517,400 | $10,679,748 |
Department | Environment Canada |
---|---|
Departmental Program Activity | 3.3 - Clean Air Program |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$39,000,000 | $8,950,000 |
$9,478,437 |
Department | Environment Canada |
---|---|
Departmental Program Activity | 3.3 - Clean Air Program |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
Regulatory Framework for Greenhouse Gas Emissions
National Registry
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$10,000,000 |
$2,480,000 | $2,714,133 |
Department | Environment Canada |
---|---|
Departmental Program Activity | 3.3 - Clean Air Program |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
This program pursued the development and the improvements of the information sources fundamental to reporting on the state of the air by:
Enforcement advices have been provided in support of the development of regulatory approaches.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$7,000,000 | $1,760,000 |
$405,130 |
Department | Environment Canada |
---|---|
Departmental Program Activity | 3.3 - Clean Air Program |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
An updated energy, emissions and economy outlook was developed which served as the baseline for assessing the energy, emissions and economic consequences of the Government's industrial regulatory agenda. This baseline serves as the basic building block for the analytical work.
The energy, emissions and economic consequences of achieving the Government's Turning the Corner greenhouse gas emission reduction target were analyzed. The results served to shape the overall industrial regulatory greenhouse gas emission targets.
Since Government decided to review the GHG regulatory approach set out in Turning the Corner in light of economic circumstances and the opportunity to work with the U.S. Administration, the work in the latter part of 2008/ early part of 2009 focused on further policy analysis of options for aligning with the U.S. approach, and recognizing the current economic circumstances. Consultations with stakeholders were continued through 2008-2009, initially to get feedback on technical elements of the regulations, and later to get feedback on the overall regulatory approach in light of the Minister's commitment to work with the U.S.
In May 2008, the federal government agreed to take more time to finalize the air pollutant regulatory framework, and to work in cooperation with provinces and stakeholders to develop an alternative framework to Turning the Corner. Extensive consultations were held with affected sectors, provinces and non-government organizations on the key elements of the alternative framework. The goals were to develop an alternative framework that was broadly acceptable, achieved the Governments environmental and health goals, and maintained a strong regulatory role for the federal government.Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$8,000,000 |
$2,000,000 | $2,415,380 |
Department | Natural Resources Canada |
---|---|
Departmental Program Activity | 2.1 Clean Energy |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
Immediate Outcomes
As part of the ecoENERGY for Buildings and Houses program, NRCan currently maintains 50 agreements at both the provincial and territorial level with a variety of partners (figure represents both the Buildings and Houses subcomponents).
Formation of partnerships in all provinces/territories to reduce energy use; Greater understanding of opportunities and benefits by jurisdictions to adopt more stringent building and housing energy codes and/or other regulatory instruments (Buildings and Houses)
Awareness and understanding among stakeholders of the potential for, and methods of, reducing GHGs and CACs through energy production and use.
Intermediate Outcomes
Adoption of energy efficiency products and services that result in reduced GHGs and CACs.
Final Outcomes
Reduced emissions of GHGs and CACs from clean energy activities.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$61,000,000 |
$17,420,000 |
$14,805,030 |
Department | Natural Resources Canada |
---|---|
Departmental Program Activity | 2.1 Clean Energy |
For homeowners:
For small and medium-sized organizations:
Immediate Outcomes
Intermediate Outcomes
Final Outcome
Immediate Outcomes
Partnerships and collaborative agreements with stakeholders to promote clean energy activities that result in lower emissions of GHGs and CACs.
Awareness and understanding among stakeholders of the potential for, and methods of, reducing GHGs and CACs through energy production and use.
Intermediate Outcomes
Adoption of energy efficiency products and services that result in reduced GHGs and CACs.
Adoptions of renewable energy products and services, and strengthened infrastructure, resulting in reduced GHGs and CACs.
Final Outcomes
Reduced emissions of GHGs and CACs from clean energy activities.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$520,000,000* | $93,706,000 |
$99,774,175 |
*The ecoENERGY Retrofit: Homes Program was allocated $300 million of additional funding in the 2009 federal budget.
Department | Natural Resources Canada |
---|---|
Departmental Program Activity | 2.1 Clean Energy |
Immediate Outcomes
Intermediate Outcomes
Final Outcomes
Immediate Outcomes
Involvements by industry in developing and using energy efficiency products, services, and processes that result in lower emissions of GHGs and CACs.
Awareness and understanding among stakeholders of the potential for, and methods of, reducing GHGs and CACs through energy production and use.
Intermediate Outcomes
Adoption of energy efficiency products and services that result in reduced GHGs and CACs.
Final Outcomes
Reduced emissions of GHGs and CACs from clean energy activities.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$18,000,000 |
$4,300,000 |
$4,217,508 |
Department | Natural Resources Canada |
---|---|
Departmental Program Activity | 2.1 Clean Energy |
Immediate Outcomes
Intermediate Outcomes
Final Outcomes
Immediate Outcomes
Production of clean electricity from renewable sources such as wind, biomass, hydro and solar energy leading to lower emissions of GHGs and CACs.
Intermediate Outcomes
Increased production of clean electricity from renewable sources resulting in reduced GHGs and CACs.
Final Outcomes
Reduced emissions of GHGs and CACs from clean electricity production.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$276,000,000 |
$39,786,000 |
$32,417,368 |
Department | Natural Resources Canada |
---|---|
Departmental Program Activity | 2.1 Clean Energy |
Immediate Outcomes
Intermediate Outcomes
Final Outcomes
Renewable Heat Outcomes
The systems installed under the program in 2007-2008 are expected to result in energy savings of 52,236 JG/year and achieve 3.3 kilotonnes of GHG reductions per year. The systems installed in 2008-2009 are expected to result in annual savings of 91,018 GJ of energy and 5.5 kilotonnes of GHGs.
Increased deployment of solar water technology in residential sector market (Renewable Heat).
Increased renewable energy industry capacity to meet growing deployment demand (Renewable Heat).
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$36,000,000 | $8,262,000 | $8,695,344 |
Department | Natural Resources Canada |
---|---|
Departmental Program Activity | 2.1 Clean Energy |
Immediate Outcomes
Intermediate Outcomes
Final Outcomes
Immediate Outcomes
Partnerships and collaborative agreements with stakeholders to promote clean energy activities that result in lower emissions of GHGs and CACs.
Transfer and/or use of clean energy technologies and practices leading to lower emissions of GHGs and CACs.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$226,440,000 | $32,749,000 | $33,631,748 |
Department | Natural Resources Canada |
---|---|
Departmental Program Activity | 2.1 Clean Energy |
Immediate Outcomes
Intermediate Outcomes
Final Outcomes
Immediate Outcomes
Policy and monitoring that supports GHG and CAC reductions.
Transfer and/or use of clean energy technologies and practices leading to lower emissions of GHGs and CACs.
Awareness and understanding among stakeholders of the potential for, and methods of, reducing GHGs and CACs through energy production and use.
Intermediate Outcomes
Availability of innovative, market-ready energy processes, products and services that result in reduced GHGs and CACs.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$24,560,000 | $6,904,000 | $4,938,002 |
Department | Indian and Northern Affairs Canada |
---|---|
Departmental Program Activity | 2.4 Community Infrastructure |
Immediate Outcomes
Intermediate Outcomes
Final Outcomes
The ecoENERGY for Aboriginal and Northern Communities program, delivered by Indian and Northern Affairs Canada (INAC), contributes to Government of Canada's commitment of greenhouse gas (GHG) reductions under the Clean Air Agenda (CAA). It equips Aboriginal and northern communities with the knowledge and tools to increase the energy efficiency of community infrastructure, to access renewable energy opportunities and to implement cost effective renewable energy projects. Not only does the Program promote environmentally sustainable communities, but it provides the funding to allow Aboriginal and northern communities to be able to access economic development opportunities that will directly benefit their communities.
In 2008-2009, INAC provided $2.69 million in contributions to 25 renewable energy and energy efficiency projects within 24 of the approximately 650 Aboriginal and northern communities within Canada. Funding contributions were provided for a range of renewable energy and energy efficiency projects. Examples of projects receiving funding include the installation of photovoltaic systems, wind energy evaluations, small hydro installations, and hydro generation feasibility studies.
The following provides a breakdown of work achieved in 2008-2009:
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$15,000,000 | $3,750,000 |
$4,056,249 |
Department | Transport Canada |
---|---|
Departmental Program Activity | 2.1 Clean Air from Transportation |
Intermediate Outcomes
Final Outcomes
In 2008-2009, the program results listed below contributed to increasing capacity by target audience to undertake initiatives that reduce energy consumption or GHG or CAC or release of toxic substances and increased awareness, knowledge and acceptance of energy efficient transportation technologies and best practices.
The contribution component of the program is intended to support the implementation and performance measurement of Transportation Demand Management (TDM) projects that aim to increase the use of sustainable transportation options such as transit, carpools, cycling and walking and reduced travel through telework. Through the program, the government is helping find ways to meet transportation needs while protecting the environment.
In January 2009, fourteen projects were announced for funding under ecoMOBILITY's first round of contribution agreements. To date, three have been signed and the others are currently being negotiated. The second funding round was announced in March 2009 with a May deadline. First round recipients attended an ecoMOBILITY workshop in February 2009 where they presented their projects, shared information with other recipients and were provided guidance on topics such as performance measurement. During the workshop, recipients were also informed that they would be invited to be part of a new ecoMOBILITY Advisory Committee (EAC) that is being formed to ensure relevance of program to the Transportation Demand Management (TDM) stakeholders and to maximize stakeholders' program inputs.
The ecoMobility Program developed a number of tools to support project implementation of the TDM community. Tools included Standard TDM Impact Measurement Guideline; Sustainable Transportation Options Guide for Small and Rural Communities; Compendium of Canadian Survey Research on Consumer Attitudes and Behavioural Influences Affecting Sustainable Transportation Options; and International Walk to School Week Implementation Kit.
A marketing strategy has being initiated to widely disseminate these tools to the TDM community through the EcoMobility Stakeholder Database, the TDM learning events; the ecoMobility web site; and through the electronic ecoMobility newsletter under development.
Various learning events were organized or sponsored by the ecoMobility program to foster ongoing implementation and measurement of TDM practitioners' activities. Such events included:
EcoMobility also sponsored the Association du transport et des routes (AQTR) 2008 conference « Innover pour mieux financer les transports urbains ».
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$9,300,000 | $1,778,700 | $1,260,893 |
Department | Transport Canada |
---|---|
Departmental Program Activity | 2.1 Clean Air from Transportation |
Immediate Outcomes
Intermediate Outcomes
Final Outcomes
In 2008-2009, the program results listed below contributed to increasing capacity by target audience to undertake initiatives that reduce energy consumption or GHG or CAC or release of toxic substances and increased awareness, knowledge and acceptance of energy efficient transportation technologies and best practices.
eTV acquired 14 advanced vehicle technologies in 2008-2009, including full-electric, plug-in hybrid, clean diesel,
hydrogen fuel cell, hydrogen internal combustion engine and advanced gasoline vehicles. eTV evaluated the fuel efficiency,
emissions and safety performance of these vehicles and disseminated the results to over 50,000 Canadians by attending
19 public-outreach events throughout 2008-2009; by providing in-depth information via its web site; by producing 5 videos
with 15 multimedia animations; by publishing 50 technology articles and 18 technical bulletins and; by releasing its
annual report. eTV has also initiated a number of barrier studies in partnership with stakeholders and auto industry
to identify market trends, consumer and regulatory barriers in addressing the penetration of emerging advanced technologies.
For example, eTV has initiated a study with the Vancouver Fuel Cell Vehicle Program (VFCVP) to examine the barriers
related to parking hydrogen fuel cell vehicles in underground facilities. The study will focus on the potential risks
associated with hydrogen leakage in an enclosed environment, and whether vehicle standards and/or building codes are
sufficient to mitigate any potential for ignition in this event. Similarly, eTV is fine-tuning plans for a study with
the Canadian Hydrogen and Fuel Cell Association. The study is a broader examination of potential barriers to the early
introduction of hydrogen vehicle fleets, and the mitigation strategies that could be adopted. The focus will be on wider
vehicle standards, refuelling standards, and some discussion of the hydrogen refuelling infrastructure required to encourage
the deployment of these vehicles in Canada.
eTV staff participated in various industry consultations, work groups, conferences and seminars to share knowledge and
best practices with regards to advanced technology vehicles.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$14,100,000 | $4,214,230 | $2,347,650 |
Department | Transport Canada |
---|---|
Departmental Program Activity | 2.1 Clean Air from Transportation |
Immediate Outcomes
Intermediate Outcomes
Final Outcomes
In 2008-2009, the program results listed below contributed to increasing participation by target audience in emission
reducing activities through partnerships and other program activities and increased awareness, knowledge and acceptance
of energy efficient transportation technologies and best practices.
On behalf of the provinces and territories, Transport Canada completed 6 studies initiated in 2007-2008 to examine the
feasibility of mandating heavy truck speed limiters. This included traffic modelling to better understand the safety
impact from differential car-truck speeds on highways, quantifying the environmental benefits from fuel savings and
reduced greenhouse gas (GHG) emissions, and an assessment of the trade and competitiveness impacts of a speed limiter
mandate in both the Canadian and North American context. In 2008-2009 the results from these studies confirmed the 2007-2008
preliminary estimates that a national mandate for heavy truck speed limiters would result in estimated annual diesel
fuel savings of 228.6 million litres (1.4% of the total diesel fuel consumed by road vehicles in Canada in 2006) and
annual GHG savings of 0.64 megatonnes. The studies' reports can be viewed on the following TC web site:
http://www.tc.gc.ca/roadsafety/safevehicles/motorcarriers/speedlimiter/index.htm
Two provinces, Ontario and Quebec, have implemented heavy truck speed limiter regulations and one other province (NB)
is examining the merits of harmonizing with their regulations. The National Harmonization Initiative for the Trucking
Industry (NHITI) is available to applicants to offer co-funding to assist with the development of enforcement capacity
for these new requirements. As Transport Canada supports the implementation of heavy truck speed limiters, the NHITI
may also assist other provinces investigate the feasibility of speed limiter legislation.
TC continued its involvement in the Task Force on Vehicle Weights and Dimensions Policy working group to improve uniformity
in regulations governing the weights and dimensions of commercial vehicles operating between provinces and territories.
The working group has made progress toward weight and dimensional thresholds that could better accommodate environmental
technologies such as wide-base single tires and rear-mounted aerodynamic devices.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$5,400,000 | $643,180 | $389,025 |
Department | Transport Canada |
---|---|
Departmental Program Activity | 2.1 Clean Air from Transportation |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
The Freight Technology Demonstration Fund provides funding for demonstration to test and measure the emissions impact
of new and underutilized freight transportation technologies in real world conditions.
In 2008-2009, the program results listed below contributed to increasing the uptake technologies that reduce energy
consumption, GHG and CAC.
Of the 8 projects selected in 2007-2008 for $2.4M in funding as part of the first round of the demonstration program,
6 are underway with contribution agreements in place and final reports expected in 2009-2010.
In January 2009, Transport Canada selected an additional 9 projects for $3.5M in funding as part of the second round
of demonstration funding. One contribution agreement was finalized in 2008-2009 and negotiations were well underway
for the remaining eight.
The selected portfolio of the above projects for both rounds of funding supports a mix of technologies that include:
innovative port crane technologies, ultra low emitting Genset locomotives technology, route and mode optimization software,
hybrid electric and advanced electric delivery vehicles, bundled advanced truck technologies (i.e. aerodynamic truck
technologies, advanced auxiliary power technologies for trucks, single tire technologies and long combination vehicle
options for trucks). Every Canadian region is represented in the selected portfolio.
A majority of the selected projects have started to install and utilize the technology thus beginning to achieve GHG
and CAC emission reduction. Those reductions will be quantified and reported in the final report provided by the recipient
at the end of the project starting in 2009-2010.
Each recipient will collect and analyze data such as fuel use, time of operation, workload and distance traveled in
a predefined methodology. This will allow an accurate calculation of GHG and CAC emissions reduction.
The Demonstration Fund was well subscribed as it received almost 50 applications requesting funding in the second round.
The high volume and quality of applications has necessitated the commitment of the remaining contribution funding envelope.
The two rounds of funding have allowed an uptake in technology of 1254 pieces of equipment (see above mix of technology)
across four modes of transportation.
24 case studies from previous technology projects supported by TC were published on Transport Canada's ecoFREIGHT website
detailing results.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$9,300,000 | $2,967,047 | $3,020,220 |
Department | Transport Canada |
---|---|
Departmental Program Activity | 2.1 Clean Air from Transportation |
Immediate Outcomes
Intermediate Outcomes
Final Outcomes
The Freight Technology Incentive Program provides incentives for companies to purchase and install underutilized
freight transportation technologies that reduce greenhouse gas and/or criteria contaminants.
In 2008-2009, the program results listed below contributed to increasing the uptake technologies that reduce energy
consumption, GHG and CAC.
The 15 projects selected in 2007-2008 for $3.7M in funding as part of the first round of the incentives program are
underway with contribution agreements in place and final reports expected in 2009-2010.
In February 2009, Transport Canada selected an additional 17 projects for $3.8M in funding as part of the second round
of the incentives program. At the end of 2008-2009, negotiations were underway for all the 17 projects.
The selected portfolio of projects for both rounds of funding supports a mix of technologies that include: ultra low
emitting Genset locomotives technology, alternative fuel for baggage tractors, refurbishing marine engine with latest
fuel efficient technology, bundled advanced truck technologies (i.e. aerodynamic truck technologies, advanced auxiliary
power technologies for trucks, single tire technologies and long combination vehicle options for trucks). Every Canadian
region is represented in the selected portfolio.
The Incentives Program was well subscribed as it received over 180 applications requesting funding in the second round
representing almost a three fold increase of the first round. The high volume and quality of applications has necessitated
the commitment of the remaining contribution funding envelope.
The two rounds of funding have allowed an uptake in technology of 1654 pieces of equipment (see above mix of technology)
across four modes of transportation. 7 case studies on a range of technologies implemented in Canada were published
on Transport Canada's ecoFREIGHT website detailing results of its projects.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$9,350,000 | $3,153,563 | $2,721,684 |
Department | Transport Canada |
---|---|
Departmental Program Activity | 2.1 Clean Air from Transportation |
Immediate Outcomes
Intermediate Outcomes
Final Outcomes
In 2008-2009, the program results listed below contributed to increasing participation by target audience in emission
reducing activities through partnerships and other program activities and increased awareness, knowledge and acceptance
of energy efficient transportation technologies and best practices.
As required under the Terms and Conditions of the Railway Association of Canada Memorandum of Understanding, the 2007
Annual Report for rail emissions was released in early 2009 by the Railway Association of Canada. The 2008 Annual Report
for air emissions is expected to be released in the 2009-2010 fiscal year.
In addition, the Duty Cycle Project and the Emissions Factors Update Project were funded under the Railway Association
of Canada Memorandum of Understanding. The purpose of the Duty Cycle and the Emissions Factors Update Project was to
consolidate locomotive emissions data from a variety of reports available in the public domain into a uniform dataset,
and then to update the emissions factors pertinent to diesel locomotives types in service on Canadian railways. Using
this dataset, average emissions factor values for both individual locomotive types and locomotive mixed-fleet operations
were calculated. Updated Emission Factors were used to produce the 2007 Annual Report on Locomotive Emissions Monitoring
published according to the Memorandum of Understanding signed between the Railway Association of Canada, Environment
Canada and Transport Canada concerning railway diesel locomotives operating in Canada.
Progress was made on the release of the 2007 Annual Emissions Report for the Air Memorandum of Understanding. The 2007
report was released in spring 2009. The 2008 annual report is expected to be released in fall 2009.
Preliminary discussion has taken place with the marine industry on the development of an approach for a voluntary
Memorandum of Understanding to reduce air emissions.
The ecoFREIGHT Partnerships organized a rail conference in May 2008. The conference attracted 115 senior industry delegates
from Canada and the United States, including federal and provincial Government representatives, suppliers, manufacturers,
as well as many railway operators. The conference participants provided positive feedback on the quality of panellists,
the format and the topics covered, and suggested that similar event should be organized every 2 years.
The ecoFREIGHT Partnerships also supported the Research and Development conference as part of the Railway Association
of Canada Annual General Meeting in September 2008. This conference was also an opportunity for the industry to learn
more about technology and the environment. The ecoFREIGHT Partnerships sponsored "Greening the Supply Chain" event organized
by the Trade and Transport Logistics in November 2008.
The ecoFREIGHT Partnerships program sponsored the SCL Green Supply Chain Award. Recipients of this annual award are
selected on the basis of strong environmental leadership and their firm commitment to promoting green transportation
standards. The Award was presented in May 2008 to XTL Transport Inc.
The program sponsored the environmental section of the Canadian Industrial Transportation Association's (CITA) 2008
survey. CITA submitted a summary report in November 2008. ecoFREIGHT Partnerships have been supporting the environmental
section of that survey since 2005. The continuous support provides the department with basic trend information. The
2008 survey indicated an increase in key elements such as the consideration by shippers of environmental issue when
selecting a transportation service provider as well as their knowledge of GHG and CAC effects also increased.
Transport Canada is exploring options for the development of relevant tools for shippers and forwarders, including
a potential emissions calculator. Some preliminary discussions have been held with the U.S. Environmental Protection
Agency on an emissions calculator model.
Transport Canada officials represented the Government of Canada at the following international events:
The ecoFREIGHT Partnerships information is provided through the ecoFREIGHT Web site, which is updated regularly.
The website was enhanced by the posting of 24 case studies that provide information on results and lessons learned for
previously funded projects.
Official departmental presentations were provided at the Pollution Probe conference in March 2008, Globe 2008 and the
Association of Canadian Port Authorities in February 2009. Those conferences were an opportunity to inform the industry
of strategies and technologies that reduce emissions.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$6,550,000 | $1,856,510 | $1,224,726 |
Department | Transport Canada |
---|---|
Departmental Program Activity | 2.1 Clean Air from Transportation |
Immediate Outcomes
Intermediate Outcomes
Final Outcomes
In 2008-2009, the program results listed below contributed to increasing the uptake technologies that reduce energy
consumption, GHG and CAC.
The Marine Shore Power Program held a first funding Round on August 25, 2008. The program received three applications
and selected the application from the Port Metro Vancouver for the Canada Place project. The project was announced on
December 17, 2008 and the contribution agreement was signed on February 5, 2009.
The Canada Place cruise ship shore power project is the third cruise ship shore power project in the world and the first
of its kind in Canada. The Port Metro Vancouver installed shore power infrastructure at the east and west berths of
the Canada Place Cruise Ship Terminal in Vancouver harbour, in time of the 2009 cruise ship season. The total cost of
this project is $9 million with $2M provided by Marine Shore Power program. Port Metro Vancouver has partnered with
Holland America, Princess Cruises and BC Hydro for this endeavour. Transport Canada, Western Diversification Canada
and British Columbia Ministry of Transportation are financial contributors to this major initiative. The project is
proceeding according to schedule.
Several other port authorities throughout the country have shown interest in the technology and are exploring its potential
for their facility.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$6,000,000 | $2,302,510 | $1,502,547 |
Department | Transport Canada |
---|---|
Departmental Program Activity | 2.1 Clean Air from Transportation |
Immediate Outcomes
Intermediate Outcomes
Final Outcomes
The following activities will position TC favourably to provide recommendations and advice on policies and programs
that influence transportation technologies and practices as well as increasing the uptake of technologies that reduce
fuel consumption and GHG emissions and as such support the Program's immediate, intermediate and final outcomes.
Policy advice was provided to Minister(s) and senior management on sustainable transportation issues in relation to
Cabinet meetings and for the Minister's participation at the 2008 International Transport Forum.
Information collected and analyzed and analytical frameworks, strategies and policies developed that support sustainable
transportation such as:
Federal and stakeholder coordination on issues related to sustainable transportation such as:
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$4,000,000 | $1,222,890 | $712,822 |
Department | Transport Canada |
---|---|
Departmental Program Activity | 2.1 Clean Air from Transportation |
Immediate Outcomes
Intermediate Outcomes
Final Outcomes
The purpose of this program was to encourage the purchase of new fuel-efficient vehicles by offering rebates to eligible
recipients that buy or enter into leases of 12 months or more for an eligible vehicle registered for use in Canada.
New 2006, 2007 and 2008 model year vehicles with a Combined Fuel Consumption Rating (CFCR) of 6.5 L/100km or less for
new automobiles, 8.3 L/100km or less for new minivans, sport utility vehicles and other light trucks and an E85 rating
of 13.0L/100km for new Flex-Fuel vehicles were eligible for a rebate.
The Program was delivered in partnership with Service Canada. SC's responsibilities included processing of mail/applications,
responding to client enquiries and making recommendations for payment to Transport Canada (TC). TC has the overall responsibility
for the direction of the Program, including overall program design, policy direction and issuing grant payments.
To be eligible under the program applications must have been received before March 31, 2009 and eligible vehicles must
have been purchased between March 20, 2007 and December 31, 2008.
In 2008-2009, the program results listed below contributed to increasing the uptake technologies that reduce energy
consumption, GHG and CAC and Increased participation by target audience in emission reducing activities.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$252,700,000 | $170,415,000 | $121,884,296 |
Department | Human Resources and Skills Development Canada |
---|---|
Departmental Program Activity | -- |
Immediate Outcomes
Intermediate Outcomes
Final Outcomes
Service Canada has received:
Service Canada has conducted 129,837 vehicles identification and has validated 128,326 registrations.
The program is a joint responsibility between Transport Canada (TC) and Service Canada. TC will report the result of
the other performance criteria.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$11,300,000 | $6,000,000 | $7,717,322 |
Department | Natural Resources Canada |
---|---|
Departmental Program Activity | 2.1 - Clean Energy |
Immediate Outcomes
Intermediate Outcomes
Final Outcomes
Immediate Outcomes
Informed positions on policies and programs influencing transportation technologies and practices:
Increased participation by target audience in emission reducing activities through partnerships and other program
activities:
Increased capacity by target audience to undertake initiatives that reduce energy consumption or GHG or CAC or release
of toxic substances:
Intermediate Outcome
Use of transportation best practices that reduce energy consumption or GHG or CAC:
Final Outcome
Reductions in energy consumption or GHG or CAC from transportation:
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$21,000,000 | $5,311,143 | $5,643,241 |
Department | Natural Resources Canada |
---|---|
Departmental Program Activity | 2.1 - Clean Energy |
Immediate Outcomes
Intermediate Outcomes
Final Outcomes
Immediate Outcomes
Increased capacity to undertake initiatives that reduce energy consumption or greenhouse gas or criteria air contaminants
or release of toxic substances:
Informed positions on policies and programs influencing transportation technologies and practices:
Increased participation by target audience in emission reducing activities through partnerships and other program
activities:
Intermediate Outcome
Use of transportation best practices that reduce energy consumption or GHG or CAC:
Final Outcome
Reductions in energy consumption or greenhouse gas or criteria air contaminants from transportation:
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$22,000,000 | $6,338,862 | $5,019,058 |
Department | Environment Canada |
---|---|
Departmental Program Activity | 3.3 - Clean Air Program |
Immediate Outcomes
Intermediate Outcomes
Final Outcomes
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$92,000,000 | $13,154,000 | $6,916,284 |
Department | National Research Council |
---|---|
Departmental Program Activity | 1.1 Research and development |
Immediate Outcomes
Field Study on Indoor Air Quality (IAQ) and Ventilation (Activity 1)
Evaluation of Indoor Air Quality Technologies and Solutions (Activity 2)
Canadian (formerly 'National') Committee on Indoor Air Quality and Building (CCIAQB; Activity 3).
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$8,000,000 | $2,717,000 | $2,717,000 |
Department | Health Canada |
---|---|
Departmental Program Activity | 3.1 Healthy Environments and Consumer safety |
Immediate Outcomes
Radon levels assessed in a designated group of Government of Canada buildings; results are shared and risk mitigation
measures are discussed:
Ongoing engagement of key stakeholders, sustaining messages and targeting education and awareness activities:
Knowledge related to radon increased:
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$15,000,000 | $3,700,000 | $3,700,000 |
Department | Indian and Northern Affairs Canada |
---|---|
Departmental Program Activity | Northern Land and Resources |
Pending
The Air Quality Health Index and Air Quality Forecasting Program of the Adaptation theme received TB approval in
2007-2008, while other programs were not approved until early April 2008 - some results were reported in 2007-2008 (see
below)
Immediate Outcomes
Intermediate Outcome
Final Outcome
The Indian and Northern Affairs Canada (INAC) program funded a total of 21 projects. The range of projects funded
include climate change risk assessments, climate change information needs and gaps analysis, community/regional adaptation
planning, building capacity for adaptation planning, as well as support toward development of scenarios and strategies.
The following provides a breakdown of work achieved as a result of the funded projects:
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$14,000,000 |
$2,550,000 | $2,236,842 |
Department | Environment Canada |
---|---|
Departmental Program Activity | 2.2 - Weather and Environmental Prediction Program |
The Air Quality Health Index and Air Quality Forecasting Program of the Adaptation theme received TB approval in
2007-2008, while other programs were not approved until early April 2008 - some results were reported in 2007-2008 (see
below).
Immediate Outcome
Intermediate Outcome
Final Outcome
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$21,300,000 | $5,200,000 | $5,033,173 |
Department | Health Canada |
---|---|
Departmental Program Activity | 3.1 Healthy Environments and Consumer Safety |
The Air Quality Health Index and Air Quality Forecasting Program of the Adaptation theme received TB approval in
2007-2008, while other programs were not approved until early April 2008 - some results were reported in 2007-2008 (sse
below).
Immediate Outcome
Intermediate Outcome
Final Outcome
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$8,700,000 | $2,800,000 | $1,741,160 |
Department | Environment Canada |
---|---|
Departmental Program Activity | 2.1 - Weather and Environmental Prediction Program |
Pending
The Air Quality Health Index and Air Quality Forecasting Program of the Adaptation theme received TB approval in
2007-2008, while other programs were not approved until early April 2008 - some results were reported in 2007-2008 (see
below).
Immediate Outcome
Intermediate Outcome
Final Outcome
Subcomponent 1
Development of the new Canadian global climate model (CanCM4) is complete, and includes a sophisticated representation
of the sulphur cycle, improved radiative transfer, cloud physics, and ocean processes. An extension of this model to
include the carbon cycle is also complete and a wide range of historical and future simulations have been conducted.
An improved version of the carbon cycle version is nearing completion. A new Canadian regional climate model, based
on the atmospheric physics package in CanCM4, has been constructed and initial testing is well underway. Global and
regional climate model output continues to be disseminated to users via the CCCma web site (www.cccma.ec.gc.ca). These models will be used to provide updated climate change information,
based on the latest scientific developments, contributing to the awareness and understanding of the risks of climate
change.
Subcomponent 2
Expansion of the Canadian Climate Change Scenarios Network (www.cccsn.ca) to regional server
nodes was commenced with the addition of a server at Yukon College. The CCCSN is a public access website for global
climate change models. A series of regional training sessions on the use of scenarios were held across Canada with over
100 users from other government departments, provinces, territories, municipalities and the private sector. Ongoing
technical support for the network was provided, as well as model verification and targeted downscaling in vulnerable
areas (e.g. selected Arctic communities).
Subcomponent 3A
The atmospheric hazards web tool (www.hazards.ca) was expanded nationally to all 5 Regions
of Canada. A gap analysis was completed on information needs for specific regional nodes. Research was commenced nationally
to address gaps identified. An assessment study of how atmospheric hazards are being incorporated into existing community
emergency response plans was initiated this year and will be completed in 2009-2010.
Subcomponent 3B
A team of researchers Identified selected key atmospheric hazards for further assessment of the impact of future climate
extremes (e.g. wind, rain on snow, snow loads) for codes and standards, as well as inclusion under Subcomponent 3A.
Key stakeholder consultations were completed with codes and standards agencies (e.g. Building Code Commission, Canadian
Standards Association, Transportation Associations of Canada, Engineers Canada) to investigate incorporation of selected
climate change parameters into existing design criteria). Work was commenced on targeted climatic design criteria for
inclusion of values in National codes and standards.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$15,000,000 |
$5,210,730 | $3,567,788 |
Department | Health Canada |
---|---|
Departmental Program Activity | 4.1 First Nations and Inuit Health Programming and Services |
No expected results for 2008-2009 were defined in the Horizontal Report on Plans and Priorities 2008-2009 at the
Theme level; please refer to the program expected results.
The Air Quality Health Index and Air Quality Forecasting Program of the Adaptation theme received TB approval in
2007-2008, while other programs were not approved until early April 2008 - some results were reported in 2007-2008 (see
below).
Immediate Outcome
Intermediate Outcome
Final Outcome
Immediate Outcomes
#10 Increased availability/access to adaptation information and products
We developed a climate change application guide in consultation with federal partners and Aboriginal organizations,
which is available in print form and electronically on the Assembly of First Nations website and the Arctic Health Research
Network website. The application guide was designed to assist communities in developing community-based research projects,
writing proposals and budgets. The guide was distributed to northern First Nations and Inuit communities and resulted
in 15 project applications for FY 2009-2010, 14 of which met the application criteria. This is the first year for the
guide.
#11 Increased capacity (additional resources, tools, knowledge base) to conduct and apply adaptation science
We funded 10 community-based projects across the North (two in the Yukon, three in the Northwest Territories, four in
Nunavut and one in Nunatsiavut) that actively hired and trained community members as well as youth and elders. The funding
has assisted in the development of a number of resource tools including the development of a publication on the relationship
of sea ice to Inuit, on sea ice changes and ice safety from an Inuit perspective.
#12 Greater collaboration to address climate change and health related impacts
The Program has worked closely with our federal partners (Healthy Environments and Consumer Safety Branch of Health
Canada, Northern Region of Health Canada, the Public Health Agency, Indian and Northern Affairs Canada, and Natural
Resources Canada) as well as First Nations and Inuit organizations (Assembly of First Nations, Council of Yukon First
Nations, Arctic Health Research Network, Inuit Tapiriit Kanatami, Pauktuutit, and Nunavut Research Institute). We delivered
over 10 presentations on the program to these partners. The presentations were designed to disseminated information
about the links between climate change and health effects, to give examples of these links and ideas on research projects
important for northern communities to enable them to think about appropriate research proposals. The audiences includes
medical officers of health, health practitioners, environmental experts, community planners and community representatives
to ensure we disseminated information to the various players involved in climate change adaptation measures. The presentations
and guide resulted in 14 successful community proposals for 2009-2010 being submitted, and many more showing interest.
Intermediate Outcomes
#6 Increased use of adaptation information and products
We produced an application guide tailored for northern communities as well as two posters used at the Health Canada
Science forum and the annual ArcticNet conference - Arctic Change. The presentations and guide resulted in 14 successful
community proposals for 2009-2010 being submitted, and many more showing interest.
#7 Increased awareness of climate change risks
The Climate Change and Health Adaptation Program has presented at numerous national and international conferences, created
posters, visited communities to discuss the many health issues around climate change in the North. We also conducted
three community-centered climate change and health workshops to increase awareness around the issues, the funding program
and to help community representatives write a proposal. The workshops provided clarity on links between climate change
and health, elements of an acceptable research proposal and adequate budgets.
#8 Increased capacity to act on climate change issues among target populations.
The 2008-2009 funding has allowed the 10 northern communities to conduct their own research, learn from this research
and disseminate findings on climate change and health to their communities. An example is data to provide valuable information
to residents regarding the conditions and safety level of local sea and lake ice, with the potential for reducing accidents,
injuries and anxiety relating to the changing ice environment.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$7,000,000 |
$2,405,000 | $1,823,420 |
Department | Natural Resources Canada |
---|---|
Departmental Program Activity | 3.1 Adapting to a Changing Climate and Hazard Risk Management |
Pending
The Air Quality Health Index and Air Quality Forecasting Program of the Adaptation theme received TB approval in
2007-2008, while other programs were not approved until early April 2008.
Immediate Outcome
Intermediate Outcome
Final Outcome
Two phases of Regional Adaptation Action Partnerships program were carried out in 2008-2009:
In the area of Innovative Risk Management Tools, progress was made in the following sectors:
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$35,000,000 |
$3,955,400 | $2,858,592 |
Department | Health Canada |
---|---|
Departmental Program Activity | 3.1 Healthy Environments and Consumer Safety |
No expected results for 2008-2009 were defined in the Horizontal Report on Plans and Priorities.
The Air Quality Health Index and Air Quality Forecasting Program of the Adaptation theme received TB approval in
2007-2008, while other programs were not approved until early April 2008 - some results were reported in 2007-2008 (see
below).
Immediate Outcome
Intermediate Outcome
Final Outcome
Heat Alert and Response Systems Project
Health Canada worked to raise awareness of the nature of heat as a health risk in communities among key stakeholders,
with the aim of identifying local "heat champions." This awareness-raising process resulted in the identification of
three communities interested in participating in the pilot heat alert and response systems (HARS) project (Fredericton,
Windsor, Winnipeg). One additional community will be identified for the pilot in FY 2009-2010.
Two Advisory Groups have been established and membership includes leading national experts in relevant fields including
epidemiology, emergency management, public health, and human physiology. The mandate of the Heat Alert and Response
Systems Advisory Group is to provide advice and guidance on the implementation of Health Canada's "Developing Heat Resilient
Communities and Individuals in Canada" project. The mandate of the Health Professional Information and Training Advisory
Group is to provide advice and guidance on the design, development and distribution of training tools for health care
professionals.
A baseline inventory and assessment were conducted of current science in the field of heat and human health, in order
to guide future scientific work. Research activities were carried out, including surveys to assess the Canadian public's
existing awareness and understanding of the health risks of climate change.
In 2008-2009 (Year 1 of the program), Health Canada assessed existing international state-of-the-art heat monitoring
and surveillance techniques and developed an environmental heat monitoring system framework for Canadian communities.
A heat monitoring framework has been designed to allow communities to measure four variables impacting heat-related
health impacts (temperature, humidity, wind, and solar load) to provide a more accurate assessment of heat as a health
risk in communities in Canada. The framework will be piloted in the summer of 2009.
Work conducted this year lays the groundwork for the development of management committees in each community, which will
support local collaboration among interested parties in the development, implementation and evaluation of a HARS pilot
in each community in subsequent years. Heat-health information products were developed for public distribution during
implementation of the pilot studies. A project management framework was developed and approved to guide implementation.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$7,900,000 |
$2,450,000 | $1,848,023 |
Department | Public Health Agency of Canada |
---|---|
Departmental Program Activity | 1.2 Disease Prevention and Control |
Pending
The Air Quality Health Index and Air Quality Forecasting Program of the Adaptation theme received TB approval in
2007-2008, while other programs were not approved until early April 2008 - some results were reported in 2007-2008 (see
below).
Immediate Outcome
Intermediate Outcome
Final Outcome
The Pilot Infectious Disease Impact and Response System (PIDIRS) program has completed a directed solicitation process
with five academic institutions for contribution funding. The proposals received have all been approved by internal
and external review processes. The contributions will fund just less than 2 years of research that will provide public
health stakeholders with the knowledge and tools necessary for decision making on surveillance, intervention and control
of key infectious diseases with an environmental origin (particularly vector-borne and waterborne infectious diseases).
Four pilot regions across Canada have agreed to participate in the community-based approach to assessing infectious
disease risk associated with climate change. Memoranda of agreement have been finalized and pilot community work will
commence in June and July 2009 and last for approximately 15 months. When complete, the work of these pilot communities
will serve as a template for other jurisdictions across the country to development and implement adaptation strategies
relative to the surveillance, intervention and control of key infectious diseases with an environmental origin (particularly
vector-borne and waterborne infectious diseases).
Eight national (3) and international (5) professionals with knowledge of climate change, infectious diseases and adaptation
have committed to participation as members of the program advisory committee (AC). The AC's mandate is to, via its subject
matter knowledge, provide the PIDIRS program with on-going guidance and advice on scientific priority setting, direction
and facilitation of strategic linkages.
Data gathering for scientific studies on tick-borne disease distribution data has occurred and risk maps have been published.
This initial academic research has directly supported theme outcomes by providing surveillance knowledge to further
development of intervention and control of vector-borne diseases.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$7,000,000 |
$1,473,895 | $1,239,102 |
Department | Environment Canada |
---|---|
Departmental Program Activity | 4.2 Relations with other governments and partners are managed in support of environmental priorities |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
Canada met its international funding obligations under the United Nations Framework Convention on Climate Change
(UNFCCC) for 2008-2009 which allows Canada to continue participating in international dialogue on climate change. Canada
also made voluntary contributions to the UNFCCC.
Canada continued to provide financial support to non-UN agencies including the OECD, with the goal of enhancing understanding
of the international policy options for the development of a future climate change agreement.
Canada participated in bilateral activities including: The Canada-Mexico Partnership (hosted by Canada), the Canada
China Working Group on Climate Change (hosted by China) and bilateral meeting in Poznan on the margins of the UNFCCC
conference of the parties.
Canada participated in technology-related international partnerships that complemented the UN climate change process
in order to promote and support the development of clean technologies needed to reduce GHG emissions and address climate
change. These partnerships included the Asia Pacific Partnership, the Renewable Energy and Energy Efficiency Partnership
and the Methane to Markets Partnership.
Canada established a National Registry to account for its transactions of Kyoto units as required by each Annex I Party
in order to facilitate the assessment of compliance and the operation of the Kyoto mechanisms.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$2,892,000 | $623,000 | $841,250 |
Department | Department of Foreign Affairs and International Trade |
---|---|
Departmental Program Activity | 1.3 Global Issues |
Canada's financial obligations to the United Nations Framework Convention on Climate Change Secretariat respected.
Immediate Outcomes
Intermediate Outcomes
Final Outcome
The provision of these funds is required as part of our Treaty obligations, and has allowed us to remain a participant
in good standing. These funds, combined with the contributions of other countries, have enabled the United Nations Framework
Convention on Climate Change to conduct four negotiations sessions in 2008-2009 and allowed the secretariat to undertake
necessary preparatory work and outreach activities. These efforts are designed to progress towards a successful outcome
on an international climate change agreement for the post-2012 period in December 2009.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$1,908,000 | $477,000 | $477,000 |
Department | Environment Canada |
---|---|
Departmental Program Activity | 4.2.3 Long term global climate change regime |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
Canada's interests internationally were supported by the following activities:
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$11,400,000 | $2,900,000 | $4,182,016 |
Department | Department of Foreign Affairs and International Trade |
---|---|
Departmental Program Activity | 1.3 Global Issues |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
The Department of Foreign Affairs and International Trade (DFAIT) continues to provide substantive analytical and
policy input for the formulation and presentation of Canadian views for the negotiations under the United Nations Framework
Convention on Climate Change (UNFCCC) and its Kyoto Protocol. Provision of timely and substantial input to senior officials
has enabled informed participation and engagement in international processes. DFAIT participates actively in the UN
process, leads negotiations on adaptation and coordinates negotiations on aspects related to the Kyoto Protocol. In
addition, DFAIT advocates Canada's positions within other multilateral processes, e.g., the G8, the Major Economies
Forum process, Asia-Pacific Economic Cooperation (APEC), Arctic Council, Commonwealth, other UN events, and through
bilateral channels through DFAIT's network of Embassies and other Missions abroad. DFAIT also participates actively
in the Intergovernmental Panel on Climate Change (IPCC) deliberations.
Of particular note, DFAIT:
In 2008-2009, DFAIT provided contributions to support activities within several organizations (including supplementary
funding to the UNFCCC Least Developed Countries Expert Group and inventory development programme; the Organization of
American States; the Global Climate Observing System Secretariat and the Center for Clean Air Policy) through which
Canada can advance its interests with regard to adaptation in the most vulnerable countries, tracking of greenhouse
gas reductions, and climate change policy development.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$6,400,000 | $1,650,000 | $1,420,060 |
Department | Natural Resources Canada |
---|---|
Departmental Program Activity | 2.1 Clean Energy |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$5,200,000 | $1,514,000 | $1,356,403 |
Department | Environment Canada |
---|---|
Departmental Program Activity | 4.2.3 Long-term global climate change regime |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
Canada has been an active participant in the APP since joining the Partnership, but did not fund any APP projects
during 2008-09.
Internal organization
Project Participation
Canadian Leadership
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$18,882,000 | $2,738,166 | $818,629 |
Department | Natural Resources Canada |
---|---|
Departmental Program Activity | 2.1 Clean Energy |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$878,000 | $198,672 | $198,672 |
Department | Industry Canada |
---|---|
Departmental Program Activity | 2.1 Clean Energy |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
Canada participated in the work of all but one of the APP Task Forces and facilitated the involvement of the Canadian
private sector in the work of the APP.
In this context, consultations with key domestic industrial sectors were held.
Relevant departments provided advice and input to the APP Secretariat and inter-departmental working group in developing
Canada's governance structure and operational guidelines. Input and advice on potential project selection criteria were
also provided.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$240,000 | $50,000 | $50,000 |
Department | Environment Canada |
---|---|
Departmental Program Activity | 3.3 - Clean Air Program |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$2,200,000 | $550,000 | $397,238 |
Department | Environment Canada |
---|---|
Departmental Program Activity | 3.3 - Clean Air Program |
In preparation for possible launch, program materials and tools, including application forms, proposal evaluation
tools, and greenhouse gas / criteria air contaminants valuation tools were developed.
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$12,000,000 | $3,000,000 | $345,217 |
Department | Environment Canada |
---|---|
Departmental Program Activity | 3.3 Clean Air Program |
Immediate Outcomes
Intermediate Outcomes
Final Outcome
The Management and Accountability Theme implemented the horizontal management, accountability and reporting framework to support accountability for and transparency about progress made on the Clean Air Agenda (CAA) and effective use of federal investments. This work built on the foundation created in 2007-2008 for supporting the CAA for the balance of its mandate.
The activities lead by the Management and Accountability Theme over 2008-2009 included:
Program's approved spending over the 2007-2011 period | Program's planned spending in 2008-2009 | Program's actual spending in 2008-2009 |
---|---|---|
$5,000,000 | $1,250,000 | $1,029,395 |
FINTRAC is involved in the following horizontal initiatives as a partner:
Supplementary information on horizontal initiatives can be found at http://www.tbs-sct.gc.ca/hidb-bdih/home-accueil-eng.aspx.
Name of Horizontal Initiative: Health of the Oceans (HOTO)
Name of Lead Department(s): Fisheries and Oceans Canada
Lead Department Program Activity: Oceans Management
Start Date of the Horizontal Initiative: April 1, 2007
End Date of the Horizontal Initiative: March 31, 2012
Total Federal Funding Allocation (start to end date): $61.5 million
Description of the Horizontal Initiative (including funding agreement): Building on the achievements of the Oceans Action Plan, the Health of the Oceans Initiative is a five-year, $61.5 million commitment by five departments — DFO, Transport Canada, Environment Canada, Parks Canada and INAC — to improve the health of the ocean environment. For its part, Fisheries and Oceans Canada will receive $23.2 million to support its protection and conservation work. Key DFO initiatives include establishing nine new Marine Protected Areas (including six under the Oceans Act), conducting scientific research to support designation of the new Marine Protected Areas, creating four new national Oceans Centres of Expertise, and enhancing spill-response capacity and emergency planning in the Arctic Ocean. For a complete list, see the table below. DFO will co-ordinate the entire Health of the Oceans Initiative. This will include bi-annual performance monitoring, the preparation of summary annual reports and preparation for a final summative evaluation.
Shared Outcome(s):
Governance Structure(s): This initiative is subject to interdepartmental government through the Assistant Deputy Ministers Interdepartmental Committee on Oceans, supported by a shadow Director General Committee. This Governance structure reviews the initiatives on a regular basis including review and approval of annual reports to Ministers on the progress of this initiative.
Expected Results 2008-09:
Results Achieved 2008-09
Centres of Expertise (COEs) (HOTO #16)
The four centres were established and began operations. Work plans were developed with input from the Director General of Oceans and Regional Directors. Activities included presentations to provide context and background and to present the goals and objectives of the COEs; consultations to seek input on the proposed work plans; and participation in regional, national and international efforts as they related to the individual mandates of the centres.
MPA Implementation, Strategy and Network (HOTO #19, #13, #14)
A number of workshops contributed to preparation of the penultimate draft of the Federal Guide to Collaborative Planning of MPAs, which provides guidance for implementing a more systematic approach to MPA planning and establishment. The guide will be ready for approval early next fiscal year.
An agreement has been reached among partner government agencies that Canada's national network of MPAs will actually be a national system of bioregional networks of MPAs, and that national Science advisory processes would be followed to delineate those bioregional planning areas and to develop guidance on designing the networks. This national system will be developed in the context of integrated management (IM), and existing IM governance structures will be used where they exist (e.g., in Large Ocean Management Areas). An integrated management approach aims for a collective approach to MPA network development in order to contribute to broader conservation objectives and consider impacts on all aspects of an ecosystem.
An informal interdepartmental MPA network has been established to facilitate ongoing collaboration and exchange among federal MPA practitioners. DFO, EC and PCA also sought opportunities to jointly consult on establishment of new MPAs to limit duplication.
DFO regions of Quebec, Gulf, Newfoundland and Labrador, Central and Arctic and Pacific all conducted ecological and biological assessments followed by consultations. Preparation of the final reports and area of interest recommendations are in progress and should be announced in the next fiscal year. The Central and Arctic region is putting forward recommendations for two areas of interest.
As for the Maritimes region, consultation with Federal and Provincial partners took longer than anticipated and are still ongoing; this resulted in having to delay the public consultations on proposed AOIs until 2009-2010. It is currently anticipated that consultations with the public will begin in late summer or early fall 2009; this entails a likely recommendation to be put forward to the Minister no sooner than late fall 2009 or early winter 2010.
Collaboration with WWF (HOTO #17)
WWF has taken part in a number of DFO activities related to the Placentia Bay/Grand Banks Large Oceans Management Area operations in an effort to advance the oceans agenda and contribute to conservation and protection objectives. WWF-Canada participated by providing expert advice on activities such as the selection of areas of interest, the prioritization of conservation objectives, the development of social, economic and cultural objectives in an integrated management plan, stakeholder consultation process, and the development and subsequent implementation of a Cold Water Coral Conservation Strategy for the Newfoundland and Labrador Region.
Arctic Council (HOTO #15)
Activities conducted are part of a broader work plan under the Arctic Council's Protection of the Arctic Marine Environment (PAME) Working Group; this model facilitates collaboration with relevant stakeholders as they relate to shared and boundary waters. The following activities were conducted in 2008-2009:
Gulf of Maine (HOTO #18)
The Ecosystem Overview component of the report was jointly completed by DFO Maritimes and the National Marine Fisheries Service (NMFS) Northeast Region. For each major section of the report, two lead authors - one from the US and one from Canada - were identified and collaborated in its development. Rather than the traditional approach of focusing on individual species or activities, the EO took a broader community approach and aimed to describe marine community structure and ecosystem linkages. The completion of the EO has ensured that a common understanding of the current ecological conditions in the Gulf of Maine was available to all interested organizations. The report will provide a common basis for planning and management activities as well as contribute to more effective and informed decision-making.
DFO has continued active participation in activities with both the Gulf of Maine Council and the CA-US Steering Committee and ensured that the relationships between Canadian and US federal departments as well as State and Provincial Governments are in place to facilitate ongoing collaborative activities.
Preliminary discussions with NOAA (National Oceanic and Atmospheric Administration) Northeast Region have begun to explore the relationship between the US Northeast Region Oceans Council (NROC) and the Canadian Regional Committee on Oceans Management (RCOM). These will form the basis for establishment of more formal linkages, regional governance mechanisms and potential shared activities.
Integrated Oceans Management (HOTO #20)
Integrated Oceans Management approach and tools were presented to various stakeholders in an effort to raise awareness and streamline efforts. A report was also developed in an attempt to reconcile the terminology between Oceans Integrated Management and the Canadian Environmental Assessment Act. The Pathways of Effect National Working Group (PoE-NWG) was established and finalized the holistic Pathways of Effects model as well as established a sub-group to initiate the drafting of a guidance document for the development and use of pathways of effect (PoEs). Two draft Sector PoEs were developed: oil and gas, and shipping. Draft Terms of Reference for a pilot project (Marine Shipping) were developed in consultation with First Nations, the shipping industries, and federal partners.
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners |
Total Allocation (from Start to End Date) |
Planned Spending for 2008-09 |
Actual Spending for 2008-09 |
---|---|---|---|---|---|
Fisheries and Oceans | Oceans Management | Federal Marine Protected Areas Strategy Implementation in DFO | 1,250.0 | 250.0 | 250.0 |
Development of a Federal-Provincial-Territorial MPA Network | 2,500.0 | 525.0 | 525.0 | ||
Arctic Council - Ecosystem Projects | 1,000.0 | 200.0 | 71.8 | ||
Oceans Centres of Expertise (Coastal, Corals, Data Integration, TEK) | 3,000.0 | 700.0 | 880.8 | ||
Collaboration with World Wildlife Fund (WWF) | 213.0 | 42.6 | 42.6 | ||
Gulf of Maine (at DFO) | 750.0 | 250.0 | 227.0 | ||
Marine Protected Areas Establishment | 5,250.0 | 1,350.0 | 1,255.7 | ||
Habitat Management | Integrated Management and Canadian Environmental Assessment Act Assessment Tools Linkages | 1,450.0 | 250.0 | 193.6 | |
Science for Healthy and Productive Aquatic Ecosystems | Ecosystem Science Support and Advice on Health of the Oceans | 5,500.0 | 1,100.0 | 1,100.0 | |
Canadian Coast Guard | Spill Capacity and Emergency Response Strategy | 2,260.0 | 750.0 | 267.2 | |
Environment Canada | Biodiversity and Corporate services | Federal Marine Protected Areas Strategy - Implementation in EC | 1,250.0 | 250.0 | 103.8 |
Marine Wildlife Areas Establishment | 2,000.0 | 507.0 | To be determined |
||
Improved knowledge and information on weather and environmental conditions influence decision making and Corporate services | Sable Island Weather Station | 4,000.0 | 800.0 | 800.0 | |
Canadians adopt approaches that ensure the sustainable use and management of natural capital and working landscapes and Corporate services | Gulf of Maine (at EC) | 751.0 | 250.0 | 250.0 | |
Parks Canada Agency | Heritage Places Establishment | Federal Marine Protected Area Strategy Implementation in Parks Canada | 1,250.0 | 194.0 | 182.4 |
National Marine Conservation Area in Lancaster Sound | 5,000.0 | 1,000.0 | 114.4 | ||
Transport Canada | Transportation Safety and Security and Internal Services | Enforcement of Ballast Water Regulations | 4,500.0 | 966.5 | 966.5 |
Pollution Prevention - Surveillance | 13,000.0 | 2,381.3 | 2,798.3 | ||
Pollution Prevention - Dash 7 Outfitting | 5,000.0 | 1,600.0 | 1,378.9 | ||
Arctic International Marine Shipping Assessment | 550.0 | 140.0 | 149.4 | ||
Pollution Prevention - Ship Waste Reduction Strategy | 800.0 | 100.0 | 25.0 | ||
Indian and Northern Affairs Canada | Northern land Resources | Arctic Marine Shipping Assessment/Protection of the Arctic Marine Environment from land-based sources of pollution | 175.0 | 75.0 | 73.5 |
Total | 61,449.0 | 13,681.4 | 11,655.9 |
Comments on Variances:
Results to be achieved by non-federal partners (if applicable): —
Contact information:
Harvey Brodkin
Fisheries and Oceans Canada
200 Kent Street, Ottawa, Ontario K1A 0E6
Telephone: 613-991-6692
Email: Harvey.Brodkin@dfo-mpo.gc.ca
Early Childhood Development (ECD) Strategy for First Nations and Other Aboriginal Children.
Health Canada (HC)
First Nations and Inuit Health Programming and Services
ECD component - October 2002.
Early Learning and Child Care (ELCC) component- December 2004
ECD component - ongoing.
ELCC component - ongoing
ECD: $320 million 2002-03 to 2006-07 ($60 million in 2002-03 and $65 million thereafter). Ongoing: $65 million per year.
ELCC: $45 million 2005-06 to 2007-08 ($14.5 million in 2005-06; $15.3 million in 2006-07; $15.2 million in 2007-08). Ongoing: $14 million per year.
The ECD Strategy for First Nations and Other Aboriginal Children was announced on October 31, 2002. The Strategy provides $320 million over five years to: improve and expand existing ECD programs and services for Aboriginal children; expand ECD capacity and networks; introduce new research initiatives to improve understanding of how Aboriginal children are doing; and work towards the development of a "single window" approach to ensure better integration and coordination of federal Aboriginal ECD programming.
In December 2004, as first phase of a "single window", Cabinet approved an additional $45 million over three years (beginning fiscal year 2005-06) and $14 million ongoing to improve integration and coordination of two ECD programs-- Aboriginal Head Start on Reserve (AHSOR) and the First Nations and Inuit Child Care Initiative (FNICCI).
The objectives of these funds are to increase access to and improve the quality of ELCC programming for First Nations children on reserve, and improve integration and coordination between the two programs through joint planning, joint training and co-location.
The Strategy also includes Indian and Northern Affairs Canada (INAC)-funded child/day care programs in Alberta and Ontario.
The ECD component complements the September 2000 First Ministers F/P/T ECD Agreement. It seeks to address the gap in life chances between Aboriginal and non-Aboriginal children by improving the developmental opportunities to which Aboriginal children (and their families) are exposed at an early age (0-6 years).
The ELCC component complements funding released to provinces and territories under the March 2003 Multilateral Framework for Early Learning and Childcare (ELCC) to improve access to ELCC programs and services.
The ECD component complements the September 2000 First Ministers F/P/T ECD Agreement. It seeks to address the gap in life chances between Aboriginal and non-Aboriginal children by improving the developmental opportunities to which Aboriginal children (and their families) are exposed at an early age (0-6 years).
The ELCC component complements funding released to provinces and territories under the March 2003 Multilateral Framework for Early Learning and Childcare (ELCC) to improve access to ELCC programs and services.
10. Federal Partners | 11. Federal Partner Program Activity (PA) | 12. Names of Programs for Federal Partners | 13. Total Allocation (from Start to End Date) | 14. Planned Spending for 2008-09 | 15. Actual Spending for 2008-09 | 16. Expected Results for 2008-09* | 17. Results Achieved in 2008-09 |
---|---|---|---|---|---|---|---|
Health Canada Electronic Link: http://www.hc-sc.gc.ca/ fniah-spnia/famil/ develop/ ahsor-papa_intro-eng.php |
First Nations and Inuit Health Programming and Services | a. Aboriginal Head Start on Reserve (AHSOR) | $107.595 (2002-03 through to 2006-07; $21.519/ year). $21.519/ year ongoing. Committed in 2002. |
$21.519 | $23.896 (ECD and ELCC) |
Program expansion and enhan- cement Increase integration, coordination, access, and quality |
The number of outreach programs (i.e. providing AHSOR programming to children and families in their homes) was increased and existing centre-based programming supplemented with new outreach activities and home visiting. In 2008-09, FNIHB increased training of community AHSOR staff and completed a study of the status of AHSOR capital facilities to understand community capital requirements. Working with our partner departments, we completed a series of 17 interdepartmental pilot projects (8 projects coordinated by INAC in 2008-09) to improve integration and coordination among AHSOR, Human Resources and Skills Development Canada's (HRSDC) FNICCI, and INAC funded daycares in Alberta and Ontario. |
ELCC $24.000 (2005-06 through to 2007-08, $7.500 in 2005-06, $8.300 in 2006-07; $8.200 in 2007-08). $7.500 in 2008-09 and ongoing Committed in 2005. |
$7.500 | ||||||
Electronic Link: http://www.hc-sc.gc.ca/ fnih-spni/famil/ preg-gros/ intro_e.html |
b. Fetal Alcohol Spectrum Disorder - First Nations and Inuit Component (FASD-FNIC) | $70.000 (2002-03 through to 2006-07; $10.000 in 2002-03 and $15.000 thereafter). $15.000/ year ongoing. Committed in 2002. |
$15.000 | $11.013 | Program expansion and enhan- cement |
Program enhancements undertaken in 2008-09 include pilot implementation of evidence-based models for community coordinators, continued support for mentoring projects including training activities for community-based workers, initiation of a review of the mentoring program including early outcomes, improved linkages with Non-Governmental Organizations such as the Canadian Association of Paediatric Health Centres, and reviews of evidence-based approaches to support program delivery. | |
c. Capacity Building | $5.075 (2002-03 through to 2006-07; $1.015/ year). $1.015/ year ongoing. Committed in 2002. |
$1.015 | $1.086 | Increased capacity | As part of the 2002 ECD capacity-building component, Health Canada provides funding to build capacity and expertise relating to early childhood development to National Aboriginal Organizations. In 2008-09, funds were provided the Assembly of First Nations (AFN), Inuit Tapiriit Kanatami, and the Native Women's Association of Canada. As well, INAC is providing annual funding
to Pauktuutit Inuit Women of Canada. In 2008-09, funding enabled these organizations to contribute to the development of the ECD Strategy through strategic planning and capacity building in their own organizations. Funding from the ECD component also continued to support the development of an Aboriginal service providers' network named the Aboriginal Children's Circle of Early Learning (ACCEL). During 2008-09, ACCEL was updated and maintained by the National Aboriginal Health Organization. Horizontal training funding was provided to regions to support training for ECD workers in AHSOR and FNICCI sites. A working group with representation from AFN, INAC, HC and HRSDC is working to develop a laddered ECD training strategy that will lead to culturally appropriate certification of providers of early learning and child care programming for First Nations children living on reserve, and supports coordination between AHSOR, FNICCI and INAC funded daycares in Alberta and Ontario. A document to guide the Horizontal Training Strategy was completed in 2008-09 and work to implement the strategy will continue in 2009-10. |
||
PHAC Electronic Link: http://www.phac-aspc.gc.ca/ dca-dea/ programs-mes/ ahs_main_e.html |
Child and Adolescent Health Promotion | a. Aboriginal Head Start in Urban and Northern Communities (AHSUNC) | $62.880 (2002-03 through to 2006-07; $12.576/ year and ongoing. Committed in 2002. |
$12.576 | $11.368 | Program expansion and enhancement by increasing number of special needs and parental outreach workers; enhance special needs training; serve another 1000 children | Special needs requirements, curriculum development, training and capacity requirements have been identified. |
b. Capacity Building | $2.500 (2002-03 through to 2006-07; $0.500/year) and ongoing Committed in 2002 |
$0.500 | $ 0.236 | Horizontal coordination, engagement and development of tools and resources to build capacity | Collaboration on special needs; development; Delivery of National ECD Training; Contribution on horizontal ECD activities |
||
HRSDC Electronic Link: http://www.hrsdc.gc.ca/ eng/employment/ aboriginal_ employment/ childcare/ index.shtml |
Lifelong Learning - Health Human Resources (HHR) | a. First Nations and Inuit child Care Initiative (FNICCI) | $45.700 (2002-03 through to 2006-07; $9.140/year) and ongoing. Committed in 2002 |
$9.140 | $15.640 (ECD and ELCC) | Program expansion and enhancement Increase program integration, coordination, access and quality. |
Approximately 8,500 child care spaces in 462 First Nations and Inuit sites through 58 Aboriginal Human Resource Development Agreement (AHRDA) holders |
ELCC $21.000 (2005-06 through to 2007-08; $7.000/year). $6.500/ year ongoing. Committed in 2005 |
$6.500 | ||||||
Electronic Link: http://www.hrsdc.gc.ca/ eng/hip/sd/ 300_UEYInfo.shtml |
b. Research and Knowledge | $21.200 (2002-03 through to 2006-07); $4.240/year and ongoing. Committed in 2002 |
$4.240 | $2.700 | Information on the well-being of Aboriginal children through an Aboriginal Children's Survey (ACS) and the Aboriginal component of "Understanding the Early Years" (UEY) | The results of the Aboriginal Children's Survey of 2006 were released in October 2008. This first-time national survey provides information on the development and well-being of First Nations children living off-reserve, Métis children and Inuit children under the age of six. The project with the Prince Albert Grand Council, under the Understanding the Early Years Initiative (UEY), engaged the community and started its data collections. Several other UEY projects included activities for Aboriginal children and their families |
|
INAC | The people- social development | a. Family Capacity Initiatives | $5.050 (total for 2002-03 through to 2006-07; 1.010/year) 2007-2008 and ongoing. Committed in 2002. |
$1.010 | $0.999 | Enhance strategic partnerships (measured by number of early childhood development interdepartmental pilot projects) | Undertook eight Early Childhood Development interdepartmental pilot projects ending March 31, 2009 |
Total | ECD (2002-03 to 2006-07): $320.000 ($60.000 in 2002-03 and $65.000/year thereafter); $65.000/year ongoing. |
ECD: $65.000/ year ongoing. |
$66.938 (ECD and ELCC) | ||||
ELCC (2005-06 to 2007-08): $45.000 ($14.500 in 2005-06; $15.300 in 2006-07; $15.200 in 2007-08); and $14.000/year ongoing. |
ELCC: $14.000 /year ongoing. |
Planned spending represents the total program budget including departmental corporate costs. Actual expenditures are net of corporate costs, resulting in an over-estimation of variances.
Actual spending for HC FASD and AHSOR may be underestimated in regions where funding for FASD and AHSOR is integrated or clustered with that of other programs.
N/A
Cathy Winters, Senior Policy Coordinator
Children and Youth Division
Community Programs Directorate
First Nations and Inuit Health Branch
Health Canada
Telephone: (613) 952-5064
E-mail: cathy_winters@hc-sc.gc.ca
Food and Consumer Safety Action Plan (the Action Plan)
The lead is shared between Health Canada (HC), the Canadian Food Inspection Agency (CFIA), the Public Health Agency of Canada (PHAC), and the Canadian Institutes of Health Research (CIHR).
Fiscal Year 2008-2009.
Fiscal Year 2012-2013 (and ongoing).
$489.4 million over five years ending in Fiscal Year 2012-2013 (and $126.7 million ongoing).
The federal government is responsible for promoting the health and safety of Canadians. A key part of this role is ensuring that the products used by Canadians are safe. Adverse consequences associated with unsafe products impact not only the Canadian public, but also the Canadian economy. The Food and Consumer Safety Action Plan (Action Plan) is a horizontal initiative aimed at modernizing and strengthening Canada's safety system for food, health and consumer products. A number of recent high-profile incidents, such as lead and ingestible magnets in children's toys, food borne diseases in fresh produce, and the global withdrawal of some prescription medicines, have underscored the need for government action.
The Action Plan modernizes Canada's regulatory system to enable it to better protect Canadians from unsafe consumer products in the face of current realities and future pressures. The Action Plan bolsters Canada's regulatory system by amending or replacing outdated health and safety legislation with new legislative regimes that respond to modern realities, and by enhancing safety programs in areas where modern legislative tools already exist. The Action Plan ensures that Canadians have the information they need to assess the risks and benefits associated with the consumer and health products they choose to use, and to minimize risks associated with food safety.
The Action Plan is an integrated, risk-based plan and includes a series of initiatives that are premised on three key pillars: active prevention, targeted oversight and rapid response. We focus on active prevention to avoid as many incidents as possible and work closely with industry to promote awareness, provide regulatory guidance, and help identify safety concerns at an early stage. Targeted oversight provides for early detection of safety problems and further safety verification at the appropriate stage in a product's life cycle. To improve rapid response capabilities and ensure the government has the ability to act quickly and effectively when needed we work to enhance health risk assessments, strengthen recall capacity, and increase the efficiency in responding and communicating clearly with consumers and stakeholders.
In addition to addressing the concerns outlined above, the Action Plan provides a platform for Canada to actively participate in the Security and Prosperity Partnership (SPP), in particular by supporting commitments to increase the safety of imported products within North America. It also enables Canada to better align with US standards, which will have a positive impact on consumer confidence and the business climate.
The Minister of Health and the Minister of Agriculture and Agri-Food Canada have joint responsibility and accountability for results, and for providing information on progress achieved by the Action Plan.
A Governance Framework has been established and endorsed by all of the partner departments/agencies. To facilitate horizontal coordination, the following Director General (DG)/Executive Director (ED) level Task Forces have been established: Health Products Task Force, Consumer Products Task Force, Food Task Force, Communications Task Force, and the Legislative and Regulatory Task Force. The Task Forces report to a DG/ED level Coordinating Committee. An Assistant Deputy Minister (ADM)/Vice President (VP) level Steering Committee provides direction to the Coordinating Committee. An Oversight Committee of Deputy Heads facilitates the provision of high level guidance to the Steering Committee.
Health Canada's Strategic Policy Branch (SPB) provides the Secretariat function for the Action Plan and plays an integral role in supporting the ongoing operation and decision-making of the governance committees, oversight and integration of performance against commitments, and advice to senior management. SPB is also the lead for coordinating the implementation of the legislative and regulatory initiatives.
Health Canada's Healthy Environments and Consumer Safety Branch (HECSB) and the Pest Management Regulatory Agency (PMRA), along with the Public Health Agency of Canada (PHAC), work together to implement Action Plan activities related to consumer products.
Health Canada's Health Products and Food Branch (HPFB) has primary responsibility for implementing Action Plan activities related to health products with support from Health Canada's Strategic Policy Branch (SPB) and the Canadian Institutes of Health Research (CIHR) on one initiative (increased knowledge of post-market drug safety and effectiveness).
The Canadian Food Inspection Agency (CFIA), Health Canada's Health Products and Food Branch (HPFB) and the Public Health Agency of Canada (PHAC) work together to implement Action Plan activities related to food safety.
The Public Affairs, Consultation and Communications Branch (PACCB) provides communications support for all of the above activities and will coordinate or lead many of the horizontal Departmental activities under the Consumer Information Strategy.
10. Federal Partners | 11. Federal Partner Program Activity (PA) | 12. Names of Programs for Federal Partners | 13. Total Allocation (from Start to End Date) | 14. Planned Spending for 2008-09 | 15. Actual Spending for 2008-09 | 16. Expected Results for 2008-09* | 17. Results Achieved in 2008-09 |
---|---|---|---|---|---|---|---|
Health Canada | Health Products | Active Prevention | 57.6 | 13.9 | 14.00 | Improved timeliness of pre-market reviews |
|
Increased awareness and understanding of the safe use of health products by consumers and health care professionals |
|
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Targeted Oversight | 34.6 | 2.1 | 1.75 | Enhanced capacity of HC and industry to identify and respond to risk issues |
|
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Increased knowledge of post-market drug safety and effectiveness to inform decisions |
|
||||||
Rapid Response | Existing Resources | Existing Resources | Existing Resources | Improved ability to respond with better tools when safety incidents occur |
|
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Consumer Products | Active Prevention | 41.0 | 1.5 | 0.84 | Increased awareness and understanding of product safety obligations and standards and regulatory requirements by industry |
|
|
Increased awareness and understanding of consumer product safety issues by consumers |
|
||||||
Targeted Oversight | 15.7 | 0.6 | 0.22 | Improved timeliness and quality of information and data on consumer product safety incidents |
|
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Increased sharing of information, data and knowledge with international regulators |
|
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More and better data on accidents, injuries, illnesses and deaths due to consumer products |
|
||||||
Rapid Response | 17.9 | 0.9 | 1.10 | Improved legislative authority and regulatory tools |
|
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Improved risk-based monitoring of consumer products |
|
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Pesticide Regulation | Active Prevention | 6.9 | 0.6 | 0.30 | Increased industry (manufacturers and retailers) awareness of risks and related regulatory requirements |
|
|
Rapid Response | 8.0 | 0.7 | 0.70 | Improved monitoring of pest management products using a risk management approach |
|
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Food Nutrition | Active Prevention | 29.6 | 3.3 | 3.23 | Establishment of the appropriate instrument or mix of instruments, including regulatory and non-regulatory measures (standards, policies, etc.) to address immediate areas of concern |
|
|
Rapid Response | 1.3 | 0.2 | 0.18 | Increased public understanding of food safety risks, alert systems and safety systems |
The following consists of number of hits in 2008-2009 for Health Canada's food product information sites:
|
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Canadian Food and Inspection Agency | Food Safety | Active Prevention | 114.2 | 14.3 | 8.37 | Increased understanding of food safety risks by HC, PHAC & CFIA |
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Increased industry understanding of and engagement in the development and implementation of food safety risk mitigation processes |
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Increased engagement by Canadians in the regulatory system / Increased industry knowledge regarding food labelling |
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Targeted Oversight | 77.0 | 4.2 | 3.00 | Increased verification of industry food safety measures |
|
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Improved ability to monitor and control importation of food |
|
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Rapid Response | 32.2 | 4.4 | 3.01 | Increased public understanding of food safety risks, alert systems and safety systems |
|
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Public Health Agency of Canada | Health Promotion | Targeted Oversight | 4.5 | 0.27 | 0.25 | More and better data on accidents, injuries, illnesses and deaths due to consumer products |
|
Chronic Disease Prevention and Control | Targeted Oversight | 3.5 | 0.13 | 0.13 | Engagement of risk assessment stakeholders |
|
|
Infectious Disease Prevention and Control | Active Prevention | 18.3 | 2.1 | 1.07 | Increased understanding of food safety risks by HC, PHAC & CFIA |
|
|
Canadian Institute of Health Research | Strategic Priority Research | Targeted Oversight | 27.1 | 0.00 | 0.00 | -- | -- |
Total | $489.4 | $49.2 | $38.15 |
* It should be noted that the above Expected Results (Column 16) reflect immediate outcomes over a multi-year period for the Action Plan. As such, only preliminary progress on these initiatives is anticipated in FY 2008-09.
Health Canada will be able to respond with better tools (e.g., recall authorities, increase in fine and penalties) when safety incidents occur once the legislation to modernize the Food and Drugs Act is reintroduced to Parliament.
Delays in the tabling of the new CCPSA legislation delayed progress on strategies which were dependant or partially dependant upon the legislation.
N/A
Hélène Quesnel, Director General
Policy Development Directorate
Strategic Policy Branch
Health Canada
Telephone: (613) 952-3484
E-mail: helene_quesnel@hc-sc.gc.ca
Chemicals Management Plan
Health Canada/Environment Canada
Sustainable Environmental Health
FY 2007-2008
FY 2010-2011
$299.2 M
The Chemicals Management Plan (CMP) is part of the Government's comprehensive environmental agenda and is managed jointly by Health Canada (HC) and Environment Canada (EC). The activities identified in this plan build on Canada's position as a global leader in the safe management of chemical substances and products, and focus upon timely action on key threats to health and the environment. It includes risk assessment, risk management, monitoring & surveillance, as well as research on chemicals which may be harmful to human health or the environment.
The CMP also puts more responsibility on industry through realistic and enforceable measures, stimulates innovation, and augment Canadian competitiveness in an international market that is increasingly focussed on chemical and product safety.
HC and EC collectively manage the CMP funding and ensure that it is aligned with human health and environmental priorities.
The following program areas were involved in CMP activities in 2008-2009:
In Health Canada:
In Environment Canada:
High-level outcomes for managing the CMP include:
The CMEC is the key management committee at the Director General level to support the development of joint EC-HC strategic directions. It is also a formal body for joint consultations and cooperation to ensure timely and concerted actions in implementing the CMP work activities in an integrated fashion. The CMEC reports to the ADM Committee, providing recommendations on program implementation, results and resource utilization.
10. Federal Partners | 11. Federal Partner Program Activity (PA) | 12. Names of Programs for Federal Partners | 13. Total Allocation (from Start to End Date) | 14. Planned Spending for 2008-09 | 15. Actual Spending for 2008-09 | 16. Expected Results for 2008-09* | 17. Results Achieved in 2008-09 |
---|---|---|---|---|---|---|---|
Health Canada | Sustainable Environmental Health (Chemicals Management Sub-Activity) |
a. Risk Assessment | $9.9 M | $2.5 M | $2.5 M | ||
b. Risk Management | $50.1 M | $12.4 M | $10.4 M1 | ||||
c. Research | $26.6 M | $5.9 M | $2.2 M2 | ||||
d. Monitoring & Surveillance | $34.0 M | $5.3 M | $5.3 M | ||||
e. Program Management | $5.4 M | $1.5 M | $1.4 M3 | ||||
Consumer Products | a. Risk Assessment | $12.6 M | $2.4 M | $2.3 M | |||
Pesticide Regulation | a. Risk Assessment | $9.9 M | $2.5 M | $2.5 M | |||
b. Risk Assessment | $13.6 M | $3.3 M | $3.3 M | ||||
Pesticide Regulation | a. Risk Assessment | $3.3 M | $0.8 M | $0.8 M | |||
b. Risk Assessment | $12.5 M | $2.4 M | $2.4 M | ||||
c. Research | $2.5 M | $0.4 M | $0.4 M | ||||
d. Monitoring & Surveillance | $1.1 M | $0.2 M | $0.2 M | ||||
Food & Nutrition | a. Risk Assessment | $3.8 M | $0.8 M | $0.1 M3 | |||
b. Risk Assessment | $6.2 M | $1.3 M | $1.6 M1 | ||||
c. Research | $1.2 M | $0.3 M | $1.0 M1 | ||||
d. Monitoring & Surveillance | $1.0 M | $0.4 M | |||||
Environment Canada | Risks to Canadians, their health and their environment posed by toxic and other harmful substances are reduced | a. Research | $2.1 M | $1.5 M | $2.7 M | ||
b. Monitoring & Surveillance | $26.4 M | $6.9 M | $6.9 M | ||||
c. Risk Assessment | $13.1 M | $3.1 M | $3.1 M | ||||
d. Risk Management | $64.9 M | $16.1 M | $15.2 M | ||||
Sub-Total (Environment Canada) | $106.5 M | $27.6 M | $27.9 M2 | ||||
Sub-Total (Health Canada) | $192.7 M | $42.0 M | $38.3 M2 | ||||
Grand Total: | $299.2 M | $69.6 M | $66.2 M |
Health Canada:
Increase level of Canadian public awareness of chemical management issues and actions being taken
Risk assessments are conducted and risk management objectives are met for regulations and other control instruments for substances and the products of biotechnology
Declining trends in levels of risk, adverse reactions, illnesses and injuries from toxic chemical substances in the environment and their use and/or the risk of exposure to Canadians
Enhanced knowledge of environmental hazards and evidence on which regulatory decisions are based
Environment Canada:
Direction, collaboration and coordination of science and management activities
Increased knowledge of the risks of toxic chemical substances through research and options to mitigate
Risk assessments conducted in a timely fashion as required
Risk management objectives are met, e.g. effective controls identified and implemented
Enhanced knowledge of stakeholders and the Canadian public regarding risk assessment/management activities, including knowledge on the effectiveness of control actions
Risks to Canadians' health and their environment posed by harmful chemicals are reduced
Canadians and their environment are protected from the harmful effects of chemicals
A key component of the CMP is taking immediate action on the 200 highest priority chemicals. Through the "Challenge to Industry", information is being collected that will be used to make decisions regarding the best approach to protect Canadians and their environment from risks that certain substances may pose. These 200 substances were divided up into a number of Batches, to be assessed sequentially by 2010.
All of the CMP Risk Assessments that were scheduled for 2008-2009 were completed. These included the release of the final Screening Assessment Reports for Batches 1 to 3 and the draft Screening Assessment Reports for Batches 4 and 5. In total, draft risk assessment reports were published for 73 substances, or classes of substances, and final assessment reports for 54 substances, or classes of substances. In addition, a draft assessment report on Aluminum salts was published and a list of moderate priorities was developed for consultation. Hazard profiles for three petroleum streams (representing more than 50 high priority petroleum substances) were completed, as well as a draft assessment of heavy fuel oil.
Under the Challenge, the launch of Canadian Environmental Protection Act, 1999 (CEPA) section 71 notices information collection for Batches 6-9 took place. A Compliance Promotion Plan for information gathering initiatives under the CMP is underway. Stakeholder information sessions were held in Halifax, St. John's, Winnipeg and Vancouver to explain the Challenge, including providing guidance on how to submit information and communicating timelines.
The development of risk management options for Challenge substances is on track. Risk management approaches were published for 22 toxic priority substances in three batches (1, 2 and 3), as well as risk management scopes for five potentially toxic substances in two batches (4 and 5). Scientific, legal and economic analyses and enforcement advice is being taken into consideration. Consultations with affected industry stakeholders and the Canadian public will continue throughout the program's life-cycle.
For substances where current exposure is not a risk, but where there are concerns that additional exposure could harm human health or the environment, the Significant New Activity (SNAc) provisions of CEPA provides for information gathering and assessment prior to the commencement of this significant new activity or use. The implementation of SNAcs for approximately 50 high priority health substances is on-going. Approximately 145 high environmental hazard chemical substances no longer in commerce have been addressed through this process.
The Government of Canada sought advice and input from the CMP Stakeholder Advisory Council (Non-governmental Organizations / Industry) on the implementation of the CMP, and the fostering of dialogue on issues pertaining to the CMP. The Government also sought council from the Challenge Advisory Panel on application of precaution in the CMP Challenge decisions.
Under the CMP Monitoring and Surveillance Fund, 12 multi-year projects were initiated. Preliminary results from the Canadian Health Measures Survey (CHMS) were released, showing a significant decrease in blood lead levels since 1978. Draft background material for the CHMS Exposure Report is under development. Content for CHMS Cycle 2 is developed and finalized, with younger children included in the survey (targeted to begin in the fall 2009).
Health Canada initiated a Canadian maternal infant research study to monitor environmental chemicals in mothers and newborns. Recruitment for the Maternal-Infant Research on Environmental Chemicals (MIREC) project is underway at several sites across Canada. Results of the study will inform risk management decisions and identify potential sources of exposure and predictors of exposure to environmental chemicals.
National programs have been set up to monitor priority compounds in wastewater and landfills and environmental monitoring and surveillance programs of chemicals in air, water, sediments, fish and birds have been integrated and augmented across the country.
An extensive, competitive research program on CMP priorities has been initiated, with $2.5M being allocated in FY2008-2009. The CMP themes and priorities addressed included: effects, exposure, tool/model development, endocrine disrupting compounds, metals, mixtures, perfluorinated alkyl compounds, and medium priority substances (2600 substances) - classes of concern. A directed research program in the amount of $500K to address regulatory-determined gaps in Bisphenol A (BPA) knowledge was initiated as well. All funded projects have been reviewed for progress and recommended for continued funding in 2009-10.
Other CMP activities undertaken in FY 2008-2009 included:
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Suzanne Leppinen, Director
Horizontal and International Programs
Safe Environments Directorate
Healthy Environments and Consumer Safety Branch
Health Canada
Telephone: (613) 941-8071
E-mail: suzanne_leppinen@hc-sc.gc.ca
Mark Cuddy, Director
Environmental Stewardship Branch Coordination
Environmental Stewardship Branch
Environment Canada
Telephone: (819) 994-7467
E-mail: Mark.Cuddy@ec.gc.ca
Building Public Confidence in Pesticide Regulation and Improving Access to Pest Management Products.
Health Canada (HC)
Pest Regulation
FY 2002-2003
FY 2008-2009
$143M
The initiative is a part of the federal government's commitments as outlined in the Treasury Board submission Building Public Confidence in Pesticide Regulation and Improving Access to Pest Management Products. The Treasury Board submission and its associated Results-based Management and Accountability Framework (RMAF) describe the integrated approach by which initiatives will be measured, managed and reported throughout their life cycle. An important element of the commitments made through the Treasury Board submission is that stakeholders and public will be kept informed through a transparent management system. The participating departments will work together for shared outcomes; measure performance on delivery; and review progress achieved. This initiative incorporates efforts of six federal government partners to increase public and stakeholder confidence in the pesticide regulatory system, to protect health and environment, and to increase the competitiveness of the agri-food and forestry sectors. Research and monitoring in the area of pesticides is being coordinated with their regulation.
Under this initiative, the presence and effects of pesticides in the environment, in marine and freshwater ecosystems, and in the forest environment are being monitored. The initiative enhances monitoring and enforcement of pesticide residue limits in foods, in feed, of pesticide residues in fertilizers, and pesticide guarantee verification for fertilizer-pesticide combinations. Reduced-risk pesticides and biological pesticides for forestry are being developed and their use facilitated. Commodity-based risk reduction strategies for the agriculture and agri-food sector are being developed and implemented. Programs improving access to agricultural minor-use pesticides and reduced-risk pesticides for agricultural use are being established. Research to support the introduction of minor-use pesticides that pose a reduced risk to the environment is being conducted. A reporting system to track adverse effects of pesticides has been developed, and information on these effects will be collected and recorded. Collectively, this work is being conducted to achieve public confidence in increased conservation and protection of human health and the environment while contributing to the competitiveness of Canada's agricultural sector.
The information presented in this table has been organized along the following three main themes of this initiative:
Immediate Outcomes:
Intermediate Outcomes:
Final Outcome:
10. Federal Partners | 11. Federal Partner Program Activity (PA) | 12. Names of Programs for Federal Partners | 13. Total Allocation (from Start to End Date) | 14. Planned Spending for 2008-09 | 15. Actual Spending for 2008-09 | 16. Expected Results for 2008-09* | 17. Results Achieved in 2008-09 |
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I. Research and Monitoring | |||||||
AAFC | (a) Conducting research to support the introduction of minor-use pesticides that pose a reduced risk to the environment. | $8.0M | $0 Funding associated with this activity sunset as of March 11, 2008. |
$0 | N/A | N/A | |
CFIA | Plant Health Risks and Production Systems | (b) Enhanced monitoring and enforcement of pesticide residue limits in food and feed. | $2.7M | $0.25M | $0.25M | Laboratory testing of samples consumed by children (500 to 1000 samples). Publish results in a public report. Follow-up inspections for non-compliant samples with the aim of preventing similar occurrence in the future. Food recalls as required, for risk mitigation and removal of hazardous foods from the market place |
The objectives were to assess the compliance of foods consumed by children aged 1 to 15 years. The foods tested represented a random selection of foods marketed to, consumed in greater quantity by, or first eaten by children in the targeted age group. The pesticide residue results showed a high level of compliance with established limits (> 98%). There
was no trend observed in pesticide levels with commodity, brand name, residue or country of origin. The results to be published in a public report pending final approval. The survey results showed nothing of concern requiring follow-up inspections for non-compliant samples and food recalls and removal of hazardous foods. |
CFIA | Plant Health Risks and Production Systems | (c) Enhanced monitoring and enforcement of pesticide residues in fertilizers and pesticide guarantee verification in fertilizer-pesticide. | $2.4M | $0.25M | $0.17M | Develop monitoring and surveillance policies and programs, and advise inspectors on appropriate follow-up. | Inspection Memorandum I-4-93, a document identifying inspection activities and sample quotas for the year, was provided to inspection staff. The Fertilizer Inspection Manual was reviewed, updated and distributed to inspection staff. To facilitate label verification in the field and maintain consistency, a list of all registered fertilizer-pesticides and
labels were updated and made available to inspectors. Training was provided across Canada to inspection staff on enforcement and non-compliance procedures, as well as on label verification, to improve consistency in the delivery of inspection activities. Inspectors were guided on the significance of sample analytical results and on appropriate non-compliance follow-up
procedures. A new inspection program (Program 4C) was implemented to increase awareness and compliance of products requiring registration. Distribution sites and major warehouses were targeted to identify and detain non-registered fertilizer-pesticides. A new inspection program (Program 5C) was implemented to address the complaints that certain lawn care companies are allegedly adding pesticides to their lawn fertilizer treatments without disclosing this information to consumers. Registration guidelines for fertilizer-pesticides were finalized and posted on the Fertilizer Section's webpage. Checklists were created to increase efficacy and uniformity in product registration submission (for companies) and review (for evaluators). |
Increase interaction with the PMRA to obtain the most up-to date pesticide safety and labelling information. | The CFIA and PMRA worked together on the review and update of 3 fertilizer-pesticide Brochures of the Compendium of Fertilizer-Use Pesticides (CFUP). CFIA participated in the Summative Evaluation of the Building Public Confidence TB Initiative. |
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Update the Compendium of Fertilizer-Use Pesticides (CFUP), which contains information regarding registration, guarantees and proper labelling. | Various updates were made to the CFUP (introduction, list of Brochures, Brochures content, Approved Brands list) to ensure compliance with PMRA's label information and re-evaluations of active ingredients. | ||||||
Work to develop regulatory changes to facilitate updating the Compendium more regularly, and, if successful, provide Compendium updates more regularly to the producers of mixtures and to the CFIA's inspection staff. | Substantiation documentation was developed for a regulatory amendment to change the definition of the CFUP in the Fertilizer Regulations to allow publication of its 3rd Edition. | ||||||
Sample fertilizer-pesticide combinations to verify guarantees. Sample fertilizers suspected to be contaminated with pesticides. |
Inspectors took 80 samples of fertilizer-pesticides for pesticide guarantee verification, 69 samples of fertilizer products for the presence of pesticide residues, and 10 samples of fertilizer products for the lawn care companies monitoring program. The decrease in number of samples taken is due to the reduced availability of products containing pesticides following the ban on cosmetic use pesticides in various provinces. | ||||||
Conduct investigation and compliance activities (anticipated based on sampling and inspection frequencies). | 9 fertilizer-pesticides were sampled for pesticide guarantee verification under our Complaint and Compliance Inspection Program as they were flagged as being poor performers from previous fiscal years. Also, 12 fertilizer-pesticides were verified for registration compliance. Follow-up actions on the 15 non-compliant samples included information letters, warning letters, product detentions and on-site visits. |
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Analyse samples submitted by inspectors and develop new methods, as required. | The number of samples analyzed was 84 for pesticide guarantee verification, 67 for pesticide contamination audit, and 10 for the lawn care companies' audit. The compliance rate was 82% for the verification of pesticide guarantees in fertilizer-pesticides and 100% for the verification of pesticide residues in fertilizers. Method development was conducted to simplify and speed-up the extraction/clean-up process for the determination of pesticide residues in fertilizer samples. |
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DFO | Healthy and Productive Aquatic Ecosystems | (d) Monitor and research the presence and effects of pesticides in marine and freshwater ecosystems. | $7.9M | $1M | $1M |
DFO will provide the PMRA with final reports on regional National Fund projects. These research projects will be focused to address key research knowledge gaps, as they were in 2008-2009, after consultation with PMRA.
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EC | Threats to Canadians and their environment from pollution are minimized | (e) Monitor and research on presence and effects of pesticides in the environment. | $7.6M | $1.0M | $1.0M |
EC's commitment to the BPC will continue for 2008-09. Based on Cycle 1 results and the preliminary results in the first year of Cycle 2, EC will set out to deliver on a schedule of research and monitoring projects on the presence and impacts of pesticide in the environment. The Pesticide Program Coordinating Committee (which has PMRA membership) will continue to assess
priorities for pesticide science at EC. Specifically, EC will:
These priorities will be delivered through various research, monitoring and surveillance activities. In the coming year, status updates will be provided on the following: Air surveillance: Investigations on downwind concentrations of compounds that are deemed to have a high mammalian or avian toxicity and investigations on ambient air concentrations in regions of high pesticide use. Water surveillance: The focus will continue on high risk priority watersheds where data gaps exist. Linking water monitoring to watershed modelling ((in association with the National Agri-Environmental Standards Initiative (NAESI)) will provide for wider results coverage through an increase in predictive power and assisting in the rationalization of water monitoring sampling designs. There will be a greater focus on specific issues, e.g., wetlands, urban areas, source waters, agriculture and priority pesticides (through previous monitoring and with interpretation tools such as the modified 'A Pesticide Priority Listing Evaluation Scheme' (APPLES), a prioritization tool developed with the PMRA). There will also be a concerted effort for continued efforts of establishment and assessment of trends especially as they relate to performance outcomes. Aquatic effects: The focus of the aquatic effects work will be on integrating the effects of pesticides on aquatic food webs (including multitrophic-level) with exposure (including fate). Using novel assessment approaches, new data for a range of insecticides, herbicides and fungicides widely used in Canada, and commonly encountered in field surveillance programs will be generated. Species, populations and community resiliency may also be evaluated. The potential biological impact from pesticide runoff in high risk situation may be explored for the purpose of assessing the effectiveness of risk mitigation measures. The impacts of pesticide mixtures (linked to current NAESI deliverable) and cumulative effects investigations (e.g., nutrients), along with the impact assessments following chronic and pulse exposures may also be considered. Terrestrial effects: There will be a concerted effort to focus the current terrestrial deliverables for birds and mammals on Species at Risk Act (SARA) -listed species and other species of concern, as well as on areas of perennial conflict between wildlife and pesticide use such as the lower BC Mainland. Priority will be given to pesticides causing acute intoxications (e.g. cholinesterase-inhibiting insecticides) or broad contamination of terrestrial food chains (second generation anticoagulant rodenticides). Efforts will be focused also on comparing dietary and non-dietary (dermal, preening and inhalation) routes of exposure to pesticides in order to improve our ability to assess new pesticides and better predict impacts. For terrestrial life-stages of amphibians, the effort will be to continue work on an amphibian test protocol. For plants, the efforts will focus on improvement of routine phytotoxicity tests in greenhouses and on risk assessment with validation through in-situ research. EC will also continue to work with the PMRA in the implementation of the existing EC/PMRA Memorandum of Understanding (MOU) in order to better integrate and coordinate research with regulation. The MOU has four components, Science Policy, Knowledge Generation, Issue Management and Compliance Promotion and Enforcement. EC will continue working on providing leadership in the development and implementation of a federal, coordinated pesticides science strategy for research and monitoring through the Interdepartmental Committee. Furthermore, EC will participate in the proposed 6NR MOU. EC will continue to contribute to PMRA's pesticide assessments where appropriate, will coordinate with PMRA on the development of environmental quality guidelines and will continue to provide science/policy advice on key Government of Canada policies as they relate to pesticide management and use in Canada. |
EC was able to meet its commitments under the BPC initiative. We maintained activities addressing the following areas:
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HC(PMRA) | Pesticide Regulation | (f) Linking pesticide regulation and research. | $4.2M | $0.8M | $0.8M | Identify and communicate annually PMRA's research and monitoring priorities to 6NR partners through regular meetings and other avenues, as needed. Continue facilitating discussion to identify linkages between 6NR research results and their use in regulatory decision making by PMRA, as well as opportunities for collaborative research among the 6NR. Facilitate the two-way communication and coordination between regulation and research between governments within Canada (through PMRA's FPT Committee) and internationally as well as with the private and academic sectors, through presentations linking research and regulation at regional, national and international meetings (e.g., through SETAC, CSA, IUPAC). Improve risk assessment procedures particularly in the area of environmental fate prediction (e.g., water modelling and exposure assessment). Strengthen PMRA's capacity to implement probabilistic risk assessment methods where appropriate. |
There were several 6NR working group meetings and one DG level meeting in 2008-09. PMRA updated their research needs and communicated to 6NR. PMRA is in regular communication with 6NR researchers and/or program managers to help prioritize pest or pesticide related research and monitoring. PMRA shares information of its re-evaluation timetable in order to
help target research and monitoring and ensure that data are generated to coincide with re-evaluation timelines. On an on going basis PMRA consults with scientists in 6NR departments on issues of mutual concern. During the 2008-09 fiscal year, PMRA continued to incorporate results of monitoring into risk assessments, particularly re-evaluations and to use research results to refine risk assessment methods. In 2008-2009 the PMRA presented its methodologies and research needs at numerous regional, national and international meetings (e.g., OECD, NAFTA, PMRA FPT Committees, Conferences, etc). In addition, the PMRA made presentations to stakeholders explaining how research results are used in pesticide regulation. Within the Environmental Assessment directorate, the probabilistic risk assessment working group continues to increase its capacity to conduct and review probabilistic risk assessments as needed. The group continues to interact with counterparts in 6NR depts and other jurisdictions (EPA, EU) to exchange information, tools, and approaches for advanced risk assessments including the use of probabilistic methods. PMRA continues to work with 6NR partners towards refining approaches to water modelling for use in risk assessments. |
HC (PMRA) | Pesticide Regulation | (g) Conducting research to support the introduction of minor-use pesticides that pose a reduced risk to the environment. | $3.5M | $0 Funding associated with this activity sunset as of March 21, 2008 |
$0 | N/A | N/A |
NRCan | Adapting to a changing climate and hazard risk management | (h) Research and monitor pesticides in the forest environment. | $3.5M (Funds allocated under the CFS pest management program through its own funding, outside of the BPC program) |
$0.5M (BPC funds $1.0M split between 2 CFS projects reduced by reallocation to $0.7M now split $0.3M and $0.4M) |
$0.3M | Coordination of the Enhanced Pest Management Program (EPMM). Review of final reports of two projects funded for one year only. Review of proposals, and fund selected projects including: Environmental impact assessment of alternative pest control options, Modeling wildlife, exposure and risk relative to systemic insecticides, and Updating the Edaphic Indicator Research Tool. Sponsor and provision of input into the 2008 National Forest Pest Management Forum. Continuation, integration and coordination of NRCan work with the activities of the PMRA and other members of the 6NR Working Group on Pesticides. Provision of input in the 2008 Summative Evaluation. |
Reports were reviewed and funds provided to two projects: a) Adapting a spray advisor decision support system to Canadian conditions, and b) Analysis of the environmental fate and effects of Neem applied as a systemic insecticide. NRCan researcher presented a scientific paper titled "Protecting Aquatic Habitats in Natural & Urban Forest Landscapes", at the 6NR Workshop on Habitat Protection (April, 2008). At this workshop, participants initiated discussions on a potential PMRA Policy for Habitat Protection NRCan sponsored and provided input into the 2008 National Forest Pest Management Forum (December 2008). Presentations on NRCan's pest management research were made at the Forum and at SERG International - A Partnership in Forest Pest Management Research Workshop (February 2009). At both these meetings NRCan met with PMRA, other federal and provincial departments, pest managers, industry and other stakeholders. The PMRA is currently committed to engage with NRCan and other participating departments and agencies, in the planning and completion of the BPC Summative Evaluation, now due in December 2009. |
II. Developing and Implementing commodity specific risk reduction strategies | |||||||
AAFC | PAA currently under review | (a) Commodity based risk reduction strategies | $19.3M | $2.5M | $1.0M | Fiscal year 2008-09 is a transition year from APF to Growing Forward policy. Discussions on how the programs will evolve will take place during the course of the year at which time associated future funding decision will be made. Pesticide risks to health and the environment assessed for grower identified priority pest management issues and priority risk issues selected for support in coordination with PMRA Development and implementation of up to 4 risk reduction strategies based on pesticide risk priorities Stakeholders engaged in pesticide risk solution development for priority pesticide risk issues Engage stakeholders to develop a review and updating program for published crop profiles and update up to 6 previously published profiles Collection of data for up to 6 crops through regional focus groups for the purpose of updating profiles and tracking success of the program Continued funding for ongoing research and implementation projects |
7 priority pest management issues identified for pesticide risk reduction strategy work initiation or continuation
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HC(PMRA) | Pesticide Regulation | (a) Commodity based risk reduction strategies | $25.7M | $4.0M | $4.0M | Ongoing consultations with stakeholders to assist PMRA in determining priority regulatory needs. Work share with other government departments and 6NR. Work on pesticide risk indicator: consult, build and validate database Together with AAFC and other Directorates at PMRA, assess the risk reduction potential of stakeholder identified pest management priorities. Workshare with AAFC on new crop profiles and issue documents and finalising existing documents. Work with AAFC to define areas where cross commodity work can be accomplished. Risk reduction strategies will be developed for issues that have a demonstrated potential to reduce pesticide risk. Where possible, strategies will be developed based on common themes rather than be restricted to single pest-crop combinations. Stakeholder consultations will be held throughout the year as required. |
A NAFTA project dealing with trade issues has been initiated at HC entitled the "US/Can Grower priority Database". This database will identify trade barriers which exist due to regulatory or maximum reside limit differences between Canada and the Unites States and will identify Canadian grower's priority regulatory needs. PMRA has been consulting with
stakeholders to determine their priority registration needs on a commodity group basis. Phase 1 of the pesticide risk indicator model (development) is complete. Phase 2 (publication of technical and public documents) is planned for 2009/2010 and further enhancements are under development. PMRA finalized the commodity based risk reduction strategies for 18 of the commodity based projects. The potential to reduce risk was assessed for all stakeholder identified priorities. AAFC and PMRA continue to work cooperatively on the biopesticide initiative. Quarterly meetings are held with AAFC to assess where cross commodity collaboration can occur. An organophosphate replacement strategy with lowbush and highbush blueberry has been initiated. As part of this strategy work, PMRA facilitated communication between stakeholders (registrants, researchers, grower organizations and provincial and federal government) to identify pest management priorities and potential solutions. A potato silver scurf strategy is ongoing. |
III. Generation of data to support the registration of reduced-risk and minor-use pesticides for the agricultural and agri-food sector and reduced-risk pesticides and biopesticides for forestry | |||||||
AAFC | (a) Improving access to agricultural minor-use pesticides, and reduced-risk pesticides for agricultural use. | $33.7M | $0 Funding associated with this activity sunset as of March 21, 2008 |
$0 | N/A | N/A | |
HC(PMRA) | Pesticide Regulation | (a) Improving access to agricultural minor-use pesticides, and reduced-risk pesticides for agricultural use. | $20.8M | $0.0 Funding associated with this activity sunset as of March 21, 2008 |
$0 | N/A | N/A |
NRCan | Adapting to a changing climate and hazard risk management | (b) Develop and facilitate the use of reduced-risk pesticides and biological pesticides for forestry. | $4.1M (Funds allocated under the CFS pest management program through its own funding, outside of the BPC program) |
$0.5M (BPC funds $1.0M split between 2 CFS projects reduced by reallocation to $0.7M now split $0.3M and $0.4M) |
$0.4M | If first year progress reports are satisfactory, fund the following three EPMM proposals for a second year 2008-2009: A pheromone-based management method for slowing the spread of the spruce longhorn beetle; Autodissémination de champignons entomopathogenes pour le contrôle des populations d`insectes forestiers indigènes et exotiques nuisible; Towards the development of a Bacillus thuringiensis product for control of sawflies Provision of funds for the salary and work of the CFS minor use research coordinator housed at the Agriculture Minor Use Centre Ottawa. Coordination and facilitation of registration of minor use pesticides for uses in woody ornamental, urban forest, and woodlands. Liaison with the PMRA and other government departments on pest management issues. Input into Implementation of the 6NR Work Plan on Pesticides. |
Three projects were funded for a second year in 2008-2009, on insect pheromones, entomopathogens, and Bacillus thuringiensis (Bt) products for the control of forest pests.
Presentations/Reports were made to stakeholders at the 2008 National Forest Pest Management Forum in Ottawa and at the 2009 SERG-International Workshop in Winnipeg. Funds were provided for the salary and work of an NRCan-CFS scientist housed at AAFC's Minor Use Centre in Ottawa. NRCan-CFS collaborated with AAFC to obtain data needed for the PMRA registration of minor use pesticides for their use on woody ornamentals, urban forests, and woodlands. Coordinated 18 projects on outdoor woody ornamentals including poplars, Christmas trees, and reforestation nurseries. Made four final submissions to PMRA and/or registrants for registrations of pest control products for minor uses on reforestation nurseries, poplars and outdoor woody ornamentals. NRCan also collaborated with the USDA Forest Service on registration of a pheromone that attracts spruce and Douglas fir bark beetle. As a result, NRCan is the Canadian registrant of the pheromone. NRCan provided input into the Implementation of the 6NR Work Plan on Pesticides. |
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Bev Cardinal, Manager
Planning and Special Initiatives Section
Strategic Planning, Financial and Business Operations Division
Pest Management Regulatory Agency
Health Canada
Telephone: 613-736-3420
E-mail: bev_cardinal@hc-sc.gc.ca
Federal Tobacco Control Strategy 2007-2011
Substance Use and Abuse
2001-02
$361.0M
The Federal Tobacco Control Strategy (FTCS) establishes a framework for a comprehensive, integrated, and multi-faceted approach to tobacco control. It focuses on four mutually reinforcing components: protection, prevention, cessation and product regulation.
The Federal Tobacco Control Strategy (FTCS) 2007-2011 is driven by the longstanding commitment of the government of Canada to reduce the serious and adverse health effects of tobacco for Canadians. FTCS 2007-2011 is lead by Health Canada and involves several federal partners.
The goal of the FCTS 2007-2011 is to reduce overall smoking prevalence from 19% in 2005 to 12% by 2011. The FTCS 2007-2011 objectives are to:
Resources for the implementation of the FTCS were allocated to a number of departments and agencies. Health Canada (HC) is the lead department in the FTCS and is responsible for regulating the manufacture, sale, labelling and promotion of tobacco products as well as developing, implementing and promoting initiatives that reduce or prevent the negative health impacts associated with smoking.
The partner departments and agencies are:
10. Federal Partners | 11. Federal Partner Program Activity (PA) | 12. Names of Programs for Federal Partners | 13. Total Allocation (from Start to End Date) | 14. Planned Spending for 2008-09 | 15. Actual Spending for 2008-09 | 16. Expected Results for 2008-09* | 17. Results Achieved in 2008-09 |
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1. HC | HC 3.4 Substance Use and Abuse |
FTCS | $284.2M | $78.9M | $67.6M | Complete an evaluation to assess the impacts of the first five years of the Federal Tobacco Control Strategy. Work with 8 regional offices and partner with several National Aboriginal Organizations across Canada for program delivery and development. |
A summative (impact-based) evaluation of the FTCS (2001-06) including all Tobacco Control Programme components - (i.e. contribution funded projects, regulatory interventions, research and policy development); First Nations and Inuit Health Branch (FNIHB); International Affairs Directorate (IAD); and federal partners was conducted. HC supported over 100 First Nations and Inuit projects at the national, regional and community level aimed at cessation and tobacco awareness with a particular emphasis on youth, young adults and pregnant women. |
2. PS Regulations and Compliance |
FTCS | $3.0M | $0.6M | $0.6M | Enhanced partnership arrangement with Akwesasne Mohawk Police. Leading in preparation and participation in the World Health Organization Framework Convention on Tobacco Controls negotiations for a Protocol in illicit tobacco. |
See Results Achieved by Non-federal Partners above. Public Safety leads the Canadian Delegation in the preparation and participation to negotiate a global Protocol to reduce illicit tobacco which takes place in Geneva. Two sessions of the Intergovernmental Negotiating Body (INB) have taken place, with the third session in June/July 2009. |
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3. ODPP Regulations and Compliance |
FTCS | $11.2M | $2.2M | $2.3M |
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4. RCMP Regulations and Compliance. |
FTCS | $8.6M | $1.7M | $834.492 |
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5. CRA / CBSA PA1 Taxpayer and Business Assistance (Total allotment to CRA, includes Customs/CBSA $50.0M and $4.0M to CRA) Assessment and Benefit Client Services Branch (previously Assessment and Collections) Excise and GST/HST Rulings Directorate/ Legislative Policy and Regulatory Affairs Branch |
FTCS | $54.0M | $10.8M (10.0M to CBSA and $0.8 to CRA allocated between two CRA areas. |
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5. CRA / CBSA PA1 Taxpayer and Business Assistance (Total allotment to CRA, includes Customs/CBSA $50.0M and $4.0M to CRA) Assessment and Benefit Client Services Branch (previously Assessment and Collections) Excise and GST/HST Rulings Directorate/ Legislative Policy and Regulatory Affairs Branch |
FTCS | $54.0M | $10.8M (10.0M to CBSA and $0.8 to CRA allocated between two CRA areas. |
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6. CBSA Security Access |
FTCS | $28,470 | $5,694 | $4,993 |
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|
Loss of Duty Free Licensing | $21,500 | $4,300 | $4,300 | ||||
Travellers Division | Collection of the tobacco duties imposed on personal importations of returning Canadians | In 2006-2007 CBSA front line officers collected duties and taxes from previously exempted personal importations of tobacco. | |||||
Grand Total: | $361.51M | $95.20M | $73.08M |
In 2008-09, the realignment of departmental programs and a shift in priorities resulted in delays of certain projects. Furthermore, the proroguement of government caused delays in obtaining project approvals.
N/A
Brenda Paine, Director
Office of Policy and Strategic Planning
Controlled Substance and Tobacco Directorate
Healthy Environments and Consumer Safety Branch
Health Canada
Telephone: (613) 941-9826
E-mail: brenda_paine@hc-sc.gc.ca
Name of Horizontal Initiative: Aboriginal Skills and Employment Partnerships Program
Name of Lead Department(s): Human Resources and Skills Development Canada
Lead Department Program Activity: Labour Market
Start Date of the Horizontal Initiative: October 3, 2003
End Date of the Horizontal Initiative: March 31, 2012
Total Federal Funding Allocation (start to end date): $290.0 million
Description of the Horizontal Initiative (including funding agreement): Aboriginal Skills and Employment Partnership program was initially an $85 million initiative beginning in 2003 to 2009. Budget 2007 expanded and extended the program through an additional investment of $105 million for 2007-2012. In Canada’s Economic Action Plan, the Government is investing an additional $100M over three years in ASEP to help Aboriginal people participate in the work force and get the training they need to make the most of employment opportunities. The Aboriginal Skills and Employment Partnership is targeted at developing the skills of Canada's Aboriginal workforce, promoting maximum employment for Aboriginal people on major economic developments across Canada and providing lasting benefits for Aboriginal communities, families and individuals.
The Aboriginal Skills and Employment partnership program is an opportunity driven initiative that is implemented through formalized partnerships between the private sector and Aboriginal communities (and others such as the province and training institutions). The partnerships are responsible for jointly developing and managing comprehensive, multi-year skills development plans that will ensure long-term highly skilled sustainable employment as a result of the projects. The comprehensive Aboriginal training-to-employment plan covers a broad continuum ranging from basic skills, literacy and academic upgrading, through job-specific training and apprenticeships to retention counselling and other on-the-job supports. The plan must have a commitment from the employers to provide at least 50 long-term (sustainable) jobs for Aboriginal people. The partnership must also make a significant financial contribution to the training plan and must develop a governance model that will manage and oversee the project.
http://www.hrsdc.gc.ca/general/public/asep-pcea/asep-pcea-eng.asp
Shared Outcome(s): Long term sustainable employment for Aboriginal people on major economic developments.
Governance Structure(s):
* 2008-09 allocation and spending totals for other government departments are not available at the date of the publication of the DPR | |||||||
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2008-2009 |
Actual Spending for 2008-2009 |
Expected Results for 2008-2009 |
Results Achieved in 2008-2009 |
---|---|---|---|---|---|---|---|
1. Human Resources and Skills Development Canada | Labour Market | Aboriginal Skills and Employment Partnerships | 290.0 | 40.2 | 25.3 |
|
|
Natural Resources Canada | PA1 | (a) ASEP New Brunswick Project | not available* | not available* | not available* | N/A | N/A |
Indian and Northern Affairs Canada | PA1 | (a) ASEP Manitoba Hydro Northern | not available* | not available* | not available* | N/A | N/A |
(b) Nunavut Fisheries Training | not available* | not available* | not available* | N/A | N/A | ||
(c) Mine Training Society | not available* | not available* | not available* | N/A | N/A | ||
Western Economic Diversification | PA1 | (a) ASEP Manitoba Hydro Northern | not available* | not available* | not available* | N/A | N/A |
Total | 290.0 | 40.2 | 25.3 |
Comments on Variances: The variance is mainly due to re-profiling of funds into future years due to deferrals of projects into next fiscal year because of delays in project proposal starts dates.
Results to be achieved by non-federal partners (if applicable): N/A
Contact information:
Glenda Restoule, Director
Aboriginal Skills and Employment Partnership Program
Skills and Employment Branch
819-956-8860
glenda.restoule@hrsdc-rhdsc.gc.ca
Place du Portage, Phase IV
140 Promenade du Portage
Gatineau, Quebec
Name of Horizontal Initiative: Youth Employment Strategy
Name of Lead Department(s): Human Resources and Skills Development Canada
Lead Department Program Activity: Labour Market
Start Date of the Horizontal Initiative: March 18, 1999
End Date of the Horizontal Initiative: Ongoing
Total Federal Funding Allocation (start to end date): Ongoing
Description of the Horizontal Initiative (including funding agreement): The Youth Employment Strategy supports Canadian youth as they move into the world of work. The Strategy plays a role in developing Canada's workforce by providing young Canadians with access to programs and services to help them gain the skills, knowledge, career information and work experience they need to find and maintain employment and make a successful transition into the labour force. The Youth Employment Strategy is designed to respond to labour market challenges facing youth, aged 15 to 30. The Strategy has three program streams: Skills Link, Career Focus and Summer Work Experience, which includes the Canada Summer Jobs initiative. Skills Link provides youth-at-risk with opportunities to develop skills they need to find work or return to school. Career Focus helps post-secondary graduates find work in their area of specialization. Summer Work Experience helps secondary and post-secondary graduates acquire career-related skills and financing for their education through summer jobs. The Government of Canada's support to young Canadians is a shared responsibility and a partnership effort among many departments and organizations. Human Resources and Skills Development, along with 10 other federal government departments, work cooperatively with other levels of government, Aboriginal organizations, educational institutions, and private sector, not-for-profit and voluntary sector organizations to deliver Youth Employment Strategy initiatives.
Shared Outcome(s): The shared outcomes of partners for the common key results are:
Governance Structure(s): The Youth Employment Strategy has in place an umbrella Results-based Management and accountability Framework (RMAF) that represents a commitment among the eleven participating federal departments to undertake ongoing collection of common performance management data to ensure effective overall performance management of the program.
As lead department, Human Resources and Skills Development Canada with Service Canada chairs and is responsible for the coordination and management of an Interdepartmental Operations Committee that is responsible for reporting on the implementation of the Youth Employment Strategy. The Evaluation Steering Committee is another Youth Employment Strategy interdepartmental committee. There is also a Communications Sub-Committee reporting to the Operations Committee.
Youth Employment Strategy initiatives are delivered nationally, regionally and locally using a variety of funding instruments, such as contribution agreements and some direct delivery methods. Transfer payments are provided primarily by participating departments through contribution agreements and service delivery agreements in support of participants' remuneration and overhead costs.
* Planning spending totals include both grants and contributions and operating
funds while actual spending totals may not include operating funds. ** Canadian Food Inspection Agency is no longer involved in YES as of 2008-09. *** Results include only Environment Canada’s International Environmental Youth Corp (IEYC) program. Environment Canada results will be reported in full in the 2009-10 DPR. **** Results are not complete. Full Industry Canada results will be reported in the 2009-10 DPR. ***** Results are for 2007-08. Results for 2008-09 will be reported in the 2009-10 DPR. ****** Results for 2008-09 will be reported in the 2009-10 DPR. |
|||||||
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2008-2009* |
Actual Spending for 2008-2009* |
Expected Results for 2008-2009 |
Results Achieved in 2008-2009 |
---|---|---|---|---|---|---|---|
Human Resources and Skills Development Canada | Labour Market | a. Career Focus | Ongoing | 13.0 | 11.3 | Service Canada
|
Service Canada
|
b. Skills Link | Ongoing | 149.4 | 139.7 |
|
|
||
c. Summer Work Experience (Canada Summer Jobs) | Ongoing | 101.4 | 94.4 |
|
|
||
2. Agriculture and Agri-Food Canada | Career Focus | Ongoing | 1.1 | 0.6 | N/A |
|
|
3. Canadian Food Inspection Agency** | Career Focus | Ongoing | 0.1 | N/A | N/A | N/A | |
4. Canadian International Development Agency | Career Focus | Ongoing | 6.4 | 5.6 | N/A |
|
|
5. Canadian Heritage | Career Focus | Ongoing | 0.9 | 0.9 | N/A |
|
|
Summer Work Experience | Ongoing | 9.8 | 7.6 | N/A |
|
||
6. Environment Canada | Career Focus | Ongoing | 3.3 | 1.3 | N/A |
|
|
7.Industry Canada | Career Focus | Ongoing | 9.8 | 8.7 | N/A |
|
|
Summer Work Experience | Ongoing | 7.4 | 5.2 | N/A |
|
||
8.National Research Council | Career Focus | Ongoing | 5.4 | 4.8 | N/A |
|
|
9.Natural Resources Canada | Career Focus | Ongoing | 0.6 | 0.5 | N/A |
|
|
10.Canada Mortgage and Housing Corporation | Skills Link | Ongoing | 1.0 | 1.0 | N/A |
|
|
11.Indian and Northern Affairs Canada | Skills Link | Ongoing | 14.0 | 14.1 | N/A |
|
|
Summer Work Experience | Ongoing | 12.6 | 12.0 |
|
|||
12.Parks Canada | Summer Work Experience | Ongoing | 2.0 | 2.0 | N/A |
|
|
Total Career Focus | 40.6 | 33.7 | |||||
Total Skills Link | 164.4 | 154.8 | |||||
Total Summer Work Experience | 133.2 | 121.2 | |||||
Total Youth Employment Strategy | 338.2 | 309.7 |
Comments on Variances: The variance was due to delays in implementing Skills Link and Career Focus projects, as well the inability of some employers to fill all the positions for which they were approved for Canada Summer Jobs funding, and because some students left their jobs early.
Results to be achieved by non-federal partners (if applicable): N/A
Contact information:
John Atherton, Director General
Active Employment Measures
Skills and Employment Branch
(819) 994-6916
john.atherton@hrsdc-rhdsc.gc.ca
Place du Portage, Phase IV
140 Promenade du Portage
Gatineau, Quebec
Name of Horizontal Initiative: Temporary Foreign Worker program
Name of Lead Department(s): Human Resources and Skills Development Canada and Citizenship and Immigration Canada
Lead Department Program Activity: Workplace Skills (HRSDC) and Temporary Resident Program (CIC)
Start Date of the Horizontal Initiative: June 13, 2007
End Date of the Horizontal Initiative: Ongoing
Total Federal Funding Allocation (start to end date): Ongoing
Description of the Horizontal Initiative (including funding agreement): The Temporary Foreign Worker
program enables Canadian employers to hire foreign workers on a temporary basis to meet immediate skills and labour
needs when Canadians are not available. The program is jointly managed by Citizenship and Immigration Canada and Human
Resources and Skills Development Canada (with Service Canada). Employers can recruit workers into any legal profession
and from any source country, subject to employers and workers meeting specified criteria. The Temporary Foreign Worker
program includes program streams such as the Seasonal Agricultural Workers Program, the Live-in-Caregiver Program, and
the pilot project for Occupations Requiring Lower Levels of Formal Training. In the province of Quebec, the Temporary
Foreign Worker program is administered through a partnership with the Government of Quebec. The Temporary Foreign Worker
program is funded from the Consolidated Revenue Fund.
www.hrsdc.gc.ca/en/workplaceskills/foreign_workers/index.shtml
www.cic.gc.ca/english/work/index.asp
Shared Outcome(s):
Governance Structure(s):
* The above planned spending figures are for CIC and HRSDC only. Figures exclude planned spending for other government departments such as DFAIT and PWGSC and therefore do not represent the full Government of Canada costs for the TFW Program. | |||||||
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2008-2009 |
Actual Spending for 2008-2009 |
Expected Results for 2008-2009 |
Results Achieved in 2008-2009 |
---|---|---|---|---|---|---|---|
1. Human Resources and Skills Development Canada (with Service Canada) | Workplace Skills | Temporary Foreign Worker program | Ongoing | 32.3 | 31.8 | Program enhancements, including strengthened worker protection, program integrity measures,
and improved facilitative processes
|
|
2. Citizenship and Immigration Canada | Temporary Resident Program | Temporary Foreign Worker Program | Ongoing | 34.7 | 32.8 | Improve program integrity related to work permit process. |
|
Total | Ongoing | 67.0 | 64.6 |
Comments on Variances: The HRSDC $0.5M variance is mainly due to the delayed implementation of the enhanced policy development capacity and new employer compliance functions. The CIC variance is due to general operating lapses as well as delays in setting up a centralized unit for Temporary Foreign Workers (TFW) until CIC finalizes the review of the TFW units within its operations in 2009-2010.
Results to be achieved by non-federal partners (if applicable): not applicable
Contact information:
Andrew Kenyon, Director General
Human Resources and Skills Development Canada
Temporary Foreign Workers Directorate
Skills and Employment Branch
(819) 994-1021
andrew.kenyon@hrsdc-rhdsc.gc.ca
Place du Portage, Phase IV
140 Promenade du Portage
Gatineau, Quebec
Les Linklater, Director General
Citizenship and Immigration Canada
Immigration Branch
(613) 941-8989
les.linklater@cic.gc.ca
Jean Edmonds Tower South
365 Laurier Avenue West
Ottawa, Ontario
Name of Horizontal Initiative: Canada Student Loans Program
Name of Lead Department(s): Human Resources and Skills Development Canada
Lead Department Program Activity: Learning
Start Date of the Horizontal Initiative: September, 1964
End Date of the Horizontal Initiative: Ongoing
Total Federal Funding Allocation (start to end date): Ongoing
Description of the Horizontal Initiative (including funding agreement): The purpose of the Canada Student Loans program is to promote accessibility to post-secondary education for individuals with demonstrated financial need by lowering financial barriers through the provision of loans and grants and to ensure Canadians have an opportunity to develop the knowledge and skills to participate in the workplace and community.
Information for the public on saving, planning and paying for post-secondary studies and specific information for Canada Student Loans Program clients (including information on learning opportunity selection, financial planning, and how to apply for, maintain and repay student loans) can be accessed at: http://www.canlearn.ca/
Shared Outcome(s):
Maintain the Government's commitment to accessible post-secondary education by:
Governance Structure(s): The Government of Canada has entered into Integration Agreements with four provinces (Ontario, Saskatchewan, New Brunswick and Newfoundland and Labrador) in order to create a "one-student-one-loan" service approach. The administration of the current program is the product of a co-operative effort between Human Resources and Skills Development Canada, Service Canada, Canada Revenue Agency, participating provinces and the Yukon Territory, Service Provider, financial institutions and Public Works and Government Services Canada. These agents are responsible for conducting one or more activities during the loan lifecycle. Program documents and communications tools are typically prepared with the input and approval of both federal and participating provincial and territorial governments. Quebec, the Northwest Territories and Nunavut do not participate in the Canada Student Loans Program. These jurisdictions receive an alternative payment to assist in the cost of delivering a similar student financial assistance program.
Effective management of the program and of relations with third-party agents is the primary responsibility of the Canada Student Loans Program. Program activities include, for example, defining the operational and financial processes for the delivery of the program by the service provider, comptrollership and client relations for escalated cases.
The application and needs assessment for the program is delivered by provincial student assistance offices, which also administer provincial aid. The participating provinces and the Yukon Territory:
While the Canada Student Loans Program provides the guidance and direction on how the program is to be delivered, the Service Provider assumes responsibility for the administration of the loans once the loan agreement is signed and submitted for processing. The responsibilities of the Service Provider include:
Public Works and Government Services Canada is responsible for disbursing loans and grants to the borrowers and to Educational Institutions, for any funds directed to pay for tuition.
Canada Revenue Agency Non-Tax Collection Services is the agent responsible for debt collection. Delinquent guaranteed and risk-shared loans become debts to the Crown when the Government of Canada buys back the debt from financial institutions. Delinquent direct financed loans are returned to government after the Service Provider has attempted collection for a set period of time and the borrower has either not made payments on their loan or is unwilling to repay. These activities may also be conducted by private collection agencies under contract to Canada Revenue Agency. These private collection agencies must abide by Canada Revenue Agency collection guidelines when carrying out the recovery of Crown debts
a Please note that the number is estimated as loans are awarded
based on client eligibility and demonstrated need. b Please note that the number is estimated as grants are awarded based on client eligibility and demonstrated need. |
|||||||
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2008-2009 |
Actual Spending for 2008-2009 |
Expected Results for 2008-2009 |
Results Achieved in 2008-2009 |
---|---|---|---|---|---|---|---|
1 | HRSDC PWGSC CRA |
a. N/A | Ongoing Statutory funding |
687.9 Loan disbursed under the Canada Student Financial Assistance Act $2.0B |
628.3 Loan disbursed under the Canada Student Financial Assistance Act $2.0B |
|
|
Total | 687.9 | 628.3 |
Comments on Variances: The bulk of the $59.6M variance between planned and actual expenditures for
2008-2009 can be explained by the Bad Debt Expense being lower than forecasted by $70.2M. The variance can also be explained
by an adjustment to the methodology between the forecast and actual calculation, and by the decrease in the interest
rate this year. This is offset by the Debt Reduction in Repayment being higher by $38.9M due to an increase of the provision
rate by the Chief Actuary.
The interest revenue indicates a variance of $94.9M, that is being offset by variances in both the In-Study and In Repayment
Interest Borrowing Expense of $95.7M. These variances can be explained by a combination of the decrease in the interest
rate and a lower than anticipated In-Repayment portfolio. The Interest Relief was also lower than forecasted by $18.7M,
again due to the interest rate reduction.
The remaining variance of $8.8M is a combination of minor variances related to other component of the program.
Results to be achieved by non-federal partners (if applicable): not applicable.
Contact information:
Barbara Glover
Director General
Canada Student Loans Program
(819) 997-1094
Name of Horizontal Initiative: Multilateral Framework on Early Learning and Child Care
Name of Lead Department(s): Human Resources and Skills Development Canada
Lead Department Program Activity: Children and Families
Start Date of the Horizontal Initiative: March, 2003
End Date of the Horizontal Initiative: Ongoing
Total Federal Funding Allocation (start to end date): $350 million/year via the Canada Social Transfer (CST)
Description of the Horizontal Initiative (including funding agreement): In March 2003, Federal/ Provincial/Territorial Ministers Responsible for Social Services, reached agreement on a framework for improving access to affordable, quality, provincially and territorially regulated early learning and child care programs and services. Under the Multilateral Framework, the Government of Canada is providing $350M per year through the CST to support provincial and territorial government investments in early learning and child care. This initiative complements the September 2000 ECD Agreement.
The objective of this initiative is to further promote early childhood development and support the participation of parents in employment or training by improving access to affordable, quality early learning and child care programs and services.
Early learning and child care programs and services funded through this initiative will primarily provide direct care and early learning for children in settings such as child care centres, family child care homes, preschools, and nursery schools. Types of investments can include capital and operating funding, fee subsidies, wage enhancements, training, professional development and support, quality assurance, and parent information and referral. Programs and services that are part of the formal school system are not included in this initiative.
Governments also committed to transparent public reporting that will give Canadians a clear idea of the progress being made in improving access to affordable, quality early learning and child care programs and services, beginning with a baseline report in November 2003.
Information about the initiative, including the text of the Multilateral Framework on Early Learning and Child Care, is available on the federal, provincial and territorial Web portal on early childhood development and early learning and child care at http://www.ecd-elcc.ca/
Shared Outcome(s):
The objectives of the initiative, as outlined in the Multilateral Framework on Early Learning and Child Care are:
Governance Structure(s):
The Multilateral Framework for Early Learning and Child Care recognizes that provinces and territories have the primary
responsibility for early learning and child care programs and services.
Implementation of the commitments outlined in the Multilateral Framework has been tasked to a Working Group comprised of officials from all jurisdictions (including Québec, which participates as an observer). This Working Group, which is jointly chaired by HRSDC and Saskatchewan, reports to F/P/T Deputy Ministers Responsible for Social Services and subsequently to F/P/T Ministers Responsible for Social Services.
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2008-2009 |
Actual Spending for 2008-2009 |
Expected Results for 2008-2009 |
Results Achieved in 2008-2009 |
---|---|---|---|---|---|---|---|
Not applicable. The Multilateral Framework on Early Learning and Child Care is a federal-provincial-territorial initiative. | In 2008-09, the Government of Canada transferred $350M via the Canada Social
Transfer to provinces and territories for investment in programs and services related to early learning and
child care. All governments agreed that investments in early learning and child care should be predictable and sustainable over the long term. All governments committed to make investments in regulated early learning and child care. |
The Canada Social Transfer is a block transfer to provinces and territories, which does not require them to report to the Government of Canada on the results achieved. | |||||
Total $350M via the Canada Social Transfer |
Comments on Variances: N/A
Results to be achieved by non-federal partners (if applicable): Provincial and territorial governments (except Quebec) have agreed to invest the funding provided in regulated early learning and child care programs for children under the age of six. Early learning and child care programs and services funded through this initiative will primarily provide direct care and early learning for children in settings such as child care centres, family child care homes, preschools, and nursery schools. Investments can include capital and operating funding, fee subsidies, wage enhancements, training, professional development and support, quality assurance, and parent information and referral. Programs and services that are part of the formal school system are not included in this initiative.
Governments (except Quebec) also committed to transparent public reporting that will give Canadians a clear idea of the progress being made in improving access to affordable, quality early learning and child care programs and services, beginning with a baseline report in November 2003 and annual reporting in November 2004.
The Government of Quebec supports the general principles expressed in the Early Learning and Child Care Initiative but did not participate in developing the Initiative because it wants to retain sole responsibility for social matters. However, it receives its share of funding granted by the Government of Canada and makes significant investments in programs and services that benefit families and children
Contact information:
François Weldon
Director
Family Policy
819 997-9950
Name of Horizontal Initiative: National Child Benefit Initiative
Name of Lead Department(s): Human Resources and Skills Development Canada
Lead Department Program Activity: Children and Families
Start Date of the Horizontal Initiative: 1998
End Date of the Horizontal Initiative: Ongoing
Total Federal Funding Allocation (start to end date): Statutory
Description of the Horizontal Initiative (including funding agreement): The National Child Benefit contributes to a larger federal, provincial and territorial strategy (FPT), the National Children's Agenda, designed to help Canadian children.
Through the National Child Benefit, the Government of Canada is working with provincial and territorial governments1 to provide income support, as well as benefits and services, for low-income families with children. The initiative also includes a First Nations component.
Federal Spending:
The Government of Canada contributes to the National Child Benefit initiative through a supplement to its Canada Child
Tax Benefit. In addition to the base benefit of the Canada Child Tax Benefit, which is targeted to both low- and middle-income
families, the National Child Benefit Supplement provides extra income support to low-income families with children.
Canada Revenue Agency delivers these benefits to families. Federal spending on the Canada Child Tax Benefit system is
tracked by the Canada Revenue Agency, which is responsible for the delivery of the National Child Benefit Supplement.
The federal government is providing a projected $3.7 billion through the National Child Benefit Supplement in 2007-2008. Total annual federal support delivered through the Canada Child Tax Benefit system, including the National Child Benefit Supplement, is a projected $9.5 billion in 2007-2008.
Provincial, Territorial and First Nations Spending:
Under the National Child Benefit, provinces, territories and First Nations provide benefits and services that further
the goals of the initiative. The National Child Benefit Progress Report: 2006, reports that in 2005-2006, provinces,
territories, and First Nations spent $873.9 million in programs and services in key areas such as child/day care initiatives,
child benefits and earned income supplements, early childhood services and children-at-risk services, supplementary
health benefits, and youth initiatives. This includes First Nations reinvestments in programs and services which are
estimated to be $58.0 million in 2005-2006.
Shared Outcome(s):
The National Child Benefit initiative has three goals:
Annual National Child Benefit Progress Reports include information on the level of spending by all jurisdictions. There is a data collection process to which all participating jurisdictions contribute in order to present comparable information on National Child Benefit initiatives. The data submitted by each jurisdiction is reviewed jointly to ensure consistency in reporting. To obtain the most recent Progress Report or for further information, please visit the federal, provincial and territorial National Child Benefit website: http://www.nationalchildbenefit.ca/
Indicators and Impacts:
In addition, in June 2005, federal, provincial and territorial governments released a synthesis report of a comprehensive evaluation of the first three years of the National Child Benefit initiative (1998-99, 1999-00, 2000-01). The evaluation compiled evidence from a number of studies and showed that the National Child Benefit is meeting its goals. In addition, a process to launch further evaluation has begun.
For a complete discussion of indicators, please see Chapters 5 and 6 of the National Child Benefit Progress Report: 2006. For a discussion of evaluation results, please see the Evaluation of the National Child Benefit Initiative: Synthesis Report. These reports are available free of charge on the National Child Benefit website, at: http:\\www.nationalchildbenefit.ca
Governance Structure(s):
The National Child Benefit Governance and Accountability Framework outlines the key characteristics of the
federal, provincial and territorial partnership: cooperation, openness, flexibility, evolution and accountability. As
a co-operative effort among governments, the National Child Benefit combines the strengths of a national program with
the flexibility of provincial and territorial initiatives designed to meet the specific needs and conditions within
each jurisdiction.
The Governance and Accountability Framework lays out shared decision-making and accountability:
Under the Governance and Accountability Framework, federal, provincial and territorial Ministers Responsible for Social Services have committed to sharing data on reinvestment initiatives and reviewing results and outcomes achieved in order to identify best practices. Federal, provincial and territorial governments have also agreed to report annually to the public with a primary focus on performance of the initiative. To date, seven annual progress reports have been published, as well as a synthesis report on a comprehensive evaluation of the first three years of the initiative.
The Federal Role:
Under the National Child Benefit, the Government of Canada provides additional income support to low-income families
with children via the National Child Benefit Supplement component of the Canada Child Tax Benefit. Canada Revenue Agency
delivers these benefits to families.
Human Resources and Skills Development Canada is responsible for policy development with respect to the National Child Benefit initiative, and the Minister of Human Resources and Skills Development represents the Government of Canada in this federal/provincial/territorial initiative. The Department also serves a secretariat function in the production of annual National Child Benefit progress reports.
The Canada Child Tax Benefit (including the National Child Benefit Supplement) is a tax measure, and is administered by Canada Revenue Agency.
Indian and Northern Affairs Canada and Citizenship and Immigration Canada have roles in reinvestments and investments.
The Provincial and Territorial Role:
Under the National Child Benefit, provinces, territories and First Nations provide benefits and services that further
the goals of the initiative. The National Child Benefit is designed so that provinces, territories and First Nations
have the flexibility to develop and deliver programs and services that best meet the needs and priorities of their communities.
Provinces and territories have the flexibility to adjust social assistance or child benefit payments by an amount equivalent
to the NCB Supplement. As a result, families with children on social
assistance maintain at least the same level of benefits, while funds resulting from adjustments support new or enhanced
provincial and territorial programs benefiting low-income families with children.
The majority of provinces and territories are flowing through recent federal increases to the National Child Benefit. This means that today, the vast majority of children living in low-income families, including those on social assistance, are currently receiving some or all of the National Child Benefit Supplement.
Under the National Reinvestment Framework, provincial and territorial governments, along with First Nations, have committed to re-allocating available social assistance funds into benefits and services for children in low-income families that further the goals of the initiative. Jurisdictions have focused reinvestments primarily in six key areas:
First Nations Role:
The federal government is responsible for ensuring programs for First Nations children on reserve are comparable to
those available to other Canadian children. Under the National Child Benefit, First Nations have the flexibility to
reinvest savings from adjustments to social assistance into programs and services tailored to meet the needs and priorities
of individual communities. Some 500 First Nations participate in the National Child Benefit and implement their own
programs.
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2008-2009 |
Actual Spending for 2008-2009 |
Expected Results for 2008-2009 |
Results Achieved in 2008-2009 |
---|---|---|---|---|---|---|---|
1. | 1. Canadian Revenue Agency | a. National Child Benefit Supplement | Ongoing | $3.68B | Not available | Continued progress on the goals of the National Child Benefit initiative, as described in “Shared Outcomes”, above. | Not available |
Comments on Variances: N/A
Results to be achieved by non-federal partners (if applicable): N/A
Contact information:
Carole Vallerand
Acting Director
Income Security
Strategic Policy and Research
Phone (819) 934-1181
Name of Horizontal Initiative: Early Childhood Development (ECD) agreement
Name of Lead Department(s): Human Resources and Skills Development Canada
Lead Department Program Activity: Children and Families
Start Date of the Horizontal Initiative: September 2000 with funding beginning April 2001
End Date of the Horizontal Initiative: Ongoing
Total Federal Funding Allocation (start to end date): $500 million/year via the Canada Social Transfer (CST)
Description of the Horizontal Initiative (including funding agreement): In September 2000, First Ministers reached agreement, the Federal/Provincial/Territorial Early Childhood Development (ECD) Agreement, to improve and expand early childhood development supports for young children (prenatal to age 6) and for their parents. The specific objectives are:
In support of these objectives the Government of Canada transfers $500M/year via the Canada Social Transfer (CST) to provinces and territories.
The Government of Quebec supports the general principles expressed in the Early Childhood Development Initiative but did not participate in developing the Initiative because it wants to retain sole responsibility for social matters. However, it receives its share of funding granted by the Government of Canada and makes significant investments in programs and services that benefit families and children.
Information about the Agreement, including the text of the First Ministers' communiqué on ECD, is available on the federal, provincial and territorial web portal on early childhood development and early learning and child care at http://www.ecd-elcc.ca
Shared Outcome(s):
The objectives of the initiative, as outlined in the ECD Agreement
are:
Governance Structure(s): In the ECD Agreement, First Ministers recognized that provinces and territories have the primary responsibility for early childhood development programs and services.
Federal/Provincial/Territorial (F/P/T) Ministers Responsible for Social Services are responsible for implementation of the commitments in the Agreement. Implementation has been tasked to a Working Group comprised of officials from all jurisdictions (including Quebec, which participates as an observer). The Working Group, which is jointly chaired by HRSDC and Saskatchewan, reports to Deputy Ministers Responsible for Social Services and subsequently to F/P/T Ministers Responsible for Social Services.
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2008-2009 |
Actual Spending for 2008-2009 |
Expected Results for 2008-2009 |
Results Achieved in 2008-2009 |
---|---|---|---|---|---|---|---|
Not applicable. The Early Childhood Development Agreement is a federal-provincial-territorial initiative. | In 2008-09, the Government of Canada transferred $500M via the Canada Social Transfer, to provinces and territories for investment in programs and services related to early childhood development | The Canada Social Transfer is a block transfer to provinces and territories, which does not require them to report to the Government of Canada on the results achieved. | |||||
Total $500M via the Canada Social Transfer |
Comments on Variances: N/A
Results to be achieved by non-federal partners (if applicable):
Provincial and territorial governments are investing the funds transferred to them by the Government of Canada in any
or all of the following four areas of action outlined in the Early Childhood Development Agreement:
All participating federal, provincial and territorial governments have committed to three reporting requirements:
Each government released a first report on Early Childhood Development programs and expenditures for the 2000-2001 fiscal year, providing a baseline against which new investments can be tracked.
In fall 2002, governments began annual reporting, using a shared framework with comparable program indicators, to track progress in improving and expanding early childhood development programs and services within the four areas for action.
In fall 2002, governments began regular reporting on children's well-being, using a common set of outcome indicators.
Within the Government of Canada, responsibility for implementation of the commitments outlined in the Early Childhood Development Agreement is shared jointly between Human Resources and Skills Development Canada , Indian and Northern Affairs Canada and the Public Health Agency of Canada.
Contact information:
François Weldon
Director
Family Policy
(819) 997-9950
Name of Horizontal Initiative: Homelessness Partnering Strategy (HPS)
Name of Lead Department(s): Human Resources and Skills Development Canada
Lead Department Program Activity: Housing and Homelessness
Start Date of the Horizontal Initiative: April 1, 2007
End Date of the Horizontal Initiative: March 31, 2011
Total Federal Funding Allocation (start to end date): $269.6M over two years which includes $6M for Surplus Federal Real Property for Homelessness Initiative and is administered by Public Works and Government Services Canada.
Description of the Horizontal Initiative (including funding agreement): The Homelessness Partnering Strategy makes strategic investments in community priorities and includes a planning process to encourage cooperation between governments, agencies and community-based organizations to find local solutions for homeless people and those at risk of homelessness. The Homelessness Partnering Strategy is designed to provide supports to 61 designated communities and some small, rural and Aboriginal communities to develop community-based measures that assist homeless individuals and families move toward self-sufficiency.
Under the Homelessness Partnering Strategy, the Surplus Federal Real Property for Homelessness Initiative is more flexible to allow land exchanges. Community groups can exchange, under certain conditions, a federal property received under the Surplus Federal Real Property for Homelessness Initiative for another similar, and more suitable, property. The control period during which the property must continue to be used for its intended purpose has been extended to 15 years (from five under the National Homelessness Initiative – the predecessor of the HPS) to ensure long-term, lasting benefits to the recipients and the communities.
The Homelessness Partnering Strategy:
For more information, please visit the Homelessness Partnering Strategy website: www.homelessness.gc.ca/
Shared Outcome(s):
The objectives of the initiative are:
Enhanced income security, access to opportunities and well-being for individuals, families and communities.
Governance Structure(s): The Homelessness Partnering Strategy community-based program is delivered via two models:
In Quebec, the Homelessness Partnering Strategy stream known as the Homelessness Partnership Initiatives, is delivered under a formal Canada-Quebec agreement, in collaboration with the province of Quebec.
The Homeless Individuals and Families Information System (HIFIS) supports the Homelessness Partnering Strategy’s national data system on homelessness. Using data collected mainly through shelters, HIFIS provides information on the characteristics of Canada’s homeless population. This information contributes to: increased understanding of homelessness in Canada; informed policy development; and improved planning and development of effective measures to prevent and reduce homelessness. HIFIS serves stakeholders across the country, including service providers, researchers and multiple levels of government. In addition, HIFIS provides operational support to shelters and other facilities through free-of-charge software and training support.
The Homelessness Partnering Strategy recognizes that the prevention and reduction of homelessness requires collaboration among all levels of government, particularly the federal and provincial/territorial governments. Provinces and territories are being invited to enter into bilateral agreements with the federal government to support community efforts to address homelessness. The Canada-Quebec agreement serves as a model that will be adapted for other jurisdictions. Partnering agreements offer provinces and territories the opportunity to participate in community planning and priority-setting at the outset. Agreements support the alignment of federal, provincial and territorial investments to enhance linkages between social services and housing as well as to address the operational sustainability of community projects. This partnering approach ensures that all of the necessary tools and supports are in place for homeless people to secure housing and supports that effectively meet their needs and for those at-risk of homelessness to attain housing stability.
Enhanced collaboration with other federal departments and agencies whose policies and programs are linked to homelessness is also essential. Horizontal pilot projects continue to be developed to facilitate a more coordinated approach to homelessness at the federal level, in recognition that homelessness interacts with an array of factors that relate to other federal program and policy areas, including: housing affordability; mental/physical health; labour market vulnerabilities; skills, education and literacy levels; community and personal safety; barriers facing newcomers; issues facing discharged offenders; Aboriginal issues; and others. The key objectives of horizontal pilot projects are to: address common risk factors associated with homelessness and other policy areas; prevent homelessness by addressing its root causes; and reduce the negative outcomes on other policy areas caused by homelessness. These pilot projects test approaches on homelessness, and their results are expected to inform future policy development.
The Surplus Federal Real Property for Homelessness Initiative is a Homelessness Partnering Strategy program co-managed by Public Works and Government Services Canada and Human Resources and Skills Development Canada, with advice and support from Canada Mortgage and Housing Corporation.
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2008-2009 |
Actual Spending for 2008-2009 |
Expected Results for 2008-2009 |
Results Achieved in 2008-2009 |
---|---|---|---|---|---|---|---|
Human Resources and Skills Develop-ment Canada | Housing and Homelessness | Homelessness Partnership Initiative (HPI) Federal Horizontal Pilot Projects |
219.2 5.2 |
127.2
3.0 |
125.7
1.8 |
Homelessness Partnership Initiative- Designated Communities have demonstrated cost-matching
with other partners. Increased availability and access for homeless people, to a range of services and facilities. Federal Horizontal pilot projects – Implementation of projects with key departments and agencies such as Justice Canada, Health Canada, Public Health Agency of Canada, Correctional Service Canada, and Status of Women. |
For every dollar invested by the
HPS in regionally-delivered projects, the amount invested in communities by external partners rose
to $2.99. HPS investments in regionally-delivered projects targeted to longer-term transitional and supportive housing and services increased to 78%, exceeding the 65% target. 12 horizontal pilot projects were launched in partnership with other federal departments and agencies. The horizontal pilot projects address issues related to institutional release, HIV/AIDS, transitional and supportive housing as well as addiction treatment, basic skills and employment development. |
HAN (Homelessness Accountability Network) | 3.7 | 1.6 | 1.8 | Best practices, research findings exchanged among community service providers, researchers, and all levels of government. | Provided funding to 33 stakeholders for activities related to data development, research and analysis, the reinforcing of information networks, and the sharing of good practices. | ||
Urban Aboriginal Strategy/ Homelessness Partnership Initiative | 35.5 | 17.3 | 14.9 | Better coordination and complementarity among Government of Canada policies and programs to address Aboriginal homelessness and related issues. | Conducted horizontal pilot projects with other federal departments and partnered with Aboriginal groups to ensure that services meet the needs of “off-reserve” homeless Aboriginal people. | ||
Public Works and Government Services Canada | Housing and Homelessness | Surplus Federal Real Property for Homelessness Initiative | Funding is administered by PWGSC | Funding is administered by PWGSC | N/A | Enhanced capacity of communities to provide facilities to homeless individuals and families. | Nine housing units were created through the Surplus Federal Real Property for Homelessness. Nine homeless families/ individuals were housed in seven supportive housing units and two transitional housing units. |
Total | 263.6 | 149.1 | 144.2 |
Comments on Variances: The variance will be requested for re-profile in the Supplementary B Estimates to ensure funds will be available for proposals developed for activities to alleviate homelessness.
Results to be achieved by non-federal partners (if applicable): N/A
Contact information:
Jim Young
Director of Planning and Coordination
Homelessness Partnering Secretariat
Telephone: (819) 956-6857
Name of Horizontal Initiative: First Nations Water and Wastewater Action Plan
Name of Lead Department(s): Indian and Northern Affairs Canada
Lead Department Program Activity: Community Infrastructure
Start Date of the Horizontal Initiative: April 1, 2008
End Date of the Horizontal Initiative: March 31, 2010
Total Federal Funding Allocation (start to end date): $330,639,806 for the two years. Funds of $165,318,143 in 2008-2009 and $165,321,663 in 2009-2010 including employee benefits plans and Public Works and Government Services Canada accommodation requirements are sourced from the Fiscal Framework, as confirmed in Budget 2008.
Description of the Horizontal Initiative (including funding agreement): The prime objective of the First Nations Water and Wastewater Action Plan (FNWWAP) is to support First Nation communities on reserve in bringing their drinking water and wastewater services to a level and quality of service comparable to those enjoyed by other Canadians living in communities of similar size and location. There are five key activity areas in the FNWWAP: Infrastructure investments; Operations and Maintenance; Training; Monitoring and Awareness; and Standards.
To meet the objectives of the FNWWAP, several program enhancements have been introduced, including a national assessment of existing water and wastewater facilities, consultations on a new federal legislative framework for safe drinking water, increased training through Circuit Rider training program, modifying existing policies related to small water and septic systems and agreements for water/wastewater services, enhancement of the current drinking water monitoring program, enhancement of the quality assurance/quality control monitoring program, and a recruitment and retention strategy for Environmental Health Officers and investment in a National Wastewater Program and waterborne illness procedures.
The FNWWAP was implemented to support government commitments to supporting First Nation access to safe drinking water, in Budget 2008 and the 2007 Speech from the Throne.
The FNWWAP supports INAC’s strategic outcome for “The Economy”: Increased participation of Aboriginal people and Northerners in the Economy. The FNWWAP also supports Health Canada’s First Nations and Inuit Health Programming and Services strategic outcome of better health outcomes and reduction of health inequalities between First Nations and Inuit and other Canadians.
Shared Outcome(s): The FNWWAP works towards the achievement of four outcomes:
Governance Structure(s): The First Nations Water and Wastewater Action Plan (FNWWAP) is a successor to the joint First Nations Water Management Strategy (2003-2008) and the INAC Plan of Action for Drinking Water (2006-2008). A Memorandum of Understanding (MOU) has been in place between INAC and Health Canada (HC) since 2005 regarding data sharing related to drinking water. INAC shares information on the proposed water and wastewater infrastructure investments, the annual inspections of water and wastewater treatment plants, and information on action related to Drinking Water Advisories. HC shares information such as drinking water sample results that do not meet the Canadian Drinking Water Quality Guidelines and reasons for having recommended Drinking Water Advisories. At the working level, the Strategic Water Management on Reserve Committee which includes representatives from HC, INAC, Environment Canada (EC) and the Assembly of First Nations (AFN), provides a forum for discussion to share information and coordinate joint action, and to provide leadership in an integrated and coordinated manner to ensure safe drinking water for First Nations communities and implementing FNWWAP. Although this is not a formal decision-making body, it does provide a good venue to promote dialogue and the sharing of information.
Directors General and ADMs from HC and INAC meet when needed to exchange and coordinate action on all relevant issues related to the FNWWAP.
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2008-2009 |
Actual Spending for 2008-2009 |
Expected Results for 2008-2009 |
Results Achieved in 2008-2009 |
---|---|---|---|---|---|---|---|
Indian and Northern Affairs Canada | Community Infrastructure | Capital Facilities and Maintenance Program | $276.2 | $138.1 | $138.2 | Improved First Nations water and wastewater management | The number of high-risk drinking water systems has been reduced from 85 to 48. The number of high-risk wastewater systems has been reduced from 71 to 60. The number of water treatment operators with their first level of certification or greater, has increased from 41% to 64%. 14 additional Circuit Rider Trainers have been hired for a current total of 54. More will be hired in 2009. |
Health Canada | First Nations and Inuit Health | Drinking Water Safety Program — FNWWAP funding | $54.6 | $27.3 | $22.1M* *Actual spending is under estimated because resources from some regions and headquarter were not all properly coded. |
Increased capacity of First Nations to monitor drinking water quality. | In 2008-2009, 707 out of 811 community sites had access to a Community-Based Water Monitor (CBWM) which represent same ratio from last fiscal year (87%). A total of 668 out of 811 community sites had access to portable laboratory kits for testing which represent a 3.8% increase from last fiscal year. |
Increase EHOs to support drinking water quality monitoring. | 43 out of 48 EHO positions were staffed. In March 2009, 49.2%* of piped drinking water distribution systems with five or more connections were monitored weekly which represents a 5.2% increase from last fiscal year. A total of 159,431 water samples were taken and analyzed in First Nations communities which represent a 6.8% increase from last fiscal year. |
||||||
Implementation of early warning database. | Six out of the seven regions have a water database in place to monitor sample results. | ||||||
Investigate waterborne diseases and waterborne outbreaks | There were no instances where gastrointestinal illness was identified as a possible waterborne disease outbreak. | ||||||
Review of water and wastewater project proposals | Health Canada headquarters reviewed 13 water and wastewater project proposals from a public health perspective for Manitoba, Ontario, Quebec and Atlantic regions. | ||||||
Development of a national wastewater program | The draft National Framework for the Environmental Public Health Program in First Nations Communities South of 60° was developed. This document contains a chapter which outlines the objectives, roles, responsibilities, activities and reporting requirements of Health Canada’s First Nations Environmental Public Health Program with regards to wastewater. | ||||||
Development of procedures to address waterborne illness threats on-reserve | Work is underway to finalize the procedures, the Emergency Preparedness and Response (EPR) — waterborne threats communication flow charts have been developed. | ||||||
Development of public awareness and educational materials | Health Canada has started to develop an annual success stories newsletter on drinking water and environmental health issues and materials to prevent individual wells for contamination. | ||||||
Enhancement of the quality assurance/quality control national monitoring program | Barriers preventing all communities from complying with quality control standards have been identified and recommendations to address specific issues for remote communities and to enhance the quality assurance/quality control program been made. | ||||||
Development of a recruitment and retention strategy for Environmental Health Officers | Recruitment and retention strategies are on-going. These include the development of an EHO exchange initiative in collaboration with US Indian Health Services. *Please note that in 2007-2008, there was a discrepancy in the reporting. As of March 2008, 44%* of piped drinking water distribution systems with five or more connections were monitored weekly not 87%. |
||||||
Total | 330.8 | 165.4 | 160.3 |
Comments on Variances: None
Results to be achieved by non-federal partners (if applicable): None
Contact information:
Sébastien Labelle
Director, Policy
Indian and Northern Affairs
Policy Directorate, Community Infrastructure Branch
10 Wellington Street
Gatineau, Quebec Canada
K1A 0H4
Telephone: (819) 994-6466
Titre de l’initiative horizontale : Plan d’action pour l’approvisionnement en eau potable et le traitement des eaux usées des Premières nations
Ministère responsable : Affaires indiennes et du Nord Canada (AINC)
Activité de programme : Infrastructure communautaire
Date d’entrée en vigueur : Le 1er avril 2008
Date de clôture : Le 31 mars 2010
Total des fonds fédéraux alloués (du début jusqu’à la date de clôture) : Le gouvernement fédéral a alloué à cette initiative 330 639 806 dollars répartis sur deux ans. Le cadre financier du Budget de 2008 prévoyait en effet des investissements de 165 318 143 dollars en 2008-2009 et de 165 321 663 dollars en 2009-2010 pour couvrir notamment les régimes d’avantages sociaux et le coût des locaux fournis par Travaux publics et Services gouvernementaux Canada.
Description de l’initiative horizontale (y compris de l’entente de financement) : Le Plan d’action pour l’approvisionnement en eau potable et le traitement des eaux usées des Premières nations a pour principal objectif d’aider les Premières nations dans les réserves à avoir accès à des services d’approvisionnement en eau potable et de traitement des eaux usées d’une qualité comparable à celle dont bénéficient les autres collectivités canadiennes de taille et de situation semblables. Le Plan d’action se concentre sur cinq secteurs prioritaires : l’infrastructure, l’exploitation et l’entretien, la formation, le respect des normes ainsi que la surveillance et la sensibilisation du public.
Depuis 2008, plusieurs améliorations ont été apportées dans le but d’atteindre les objectifs du programme. On a notamment entrepris une évaluation de toutes les installations d’alimentation en eau potable et de traitement des eaux usées qui existent à l’échelle nationale, on a mené des consultations sur le nouveau cadre législatif fédéral relatif à l’eau potable, on a encouragé l’apprentissage grâce au Programme de formation itinérante et on a mis en place de nouvelles procédures afin de mieux dépister les maladies d’origine hydrique. On a également remanié les politiques régissant les petits systèmes d’alimentation en eau et les fosses septiques, modifié les ententes sur la prestation de services d’approvisionnement en eau et de traitement des eaux usées, amélioré le programme de surveillance et d’assurance de la qualité de l’eau potable, instauré une stratégie de recrutement et de maintien en poste des agents d’hygiène du milieu et investi dans un programme national de gestion des eaux usées.
En résumé, le Plan d’action vise à permettre au gouvernement fédéral de s’acquitter de l’engagement qu’il a pris dans le Budget de 2008 et dans le discours du Trône de 2007, soit d’aider les Premières nations à avoir accès à une eau potable sécuritaire.
De même, le Plan d’action contribue à l’atteinte du résultat stratégique d’AINC axé sur l’économie, notamment en aidant les Autochtones et les résidants du Nord à participer plus activement à la vie économique. Il permet également d’obtenir de meilleurs résultats en matière de santé et de réduire les inégalités entre l’état de santé des Inuit et des membres des Premières nations et celui des autres Canadiens, un des résultats stratégiques établis par Santé Canada dans le cadre de ses programmes et services de santé destinés aux Inuit et aux Premières nations.
Résultats communs : Le Plan d’action vise quatre grands objectifs :
Structure de gouvernance : Le Plan d’action pour l’approvisionnement en eau potable et le traitement des eaux usées des Premières nations fait suite à la Stratégie de gestion de l’eau des Premières nations (2003-2008) et au Plan d’action pour la gestion de l’eau potable dans les collectivités des Premières nations (2006-2008). En 2005, AINC et Santé Canada ont conclu un protocole d’entente en vertu duquel ils s’engageaient à échanger toute information pertinente relative à l’eau potable. Par conséquent, AINC renseigne Santé Canada sur les investissements proposés dans les installations d’aqueduc et d’égouts, sur les inspections menées chaque année dans les usines d’épuration de l’eau et de traitement des eaux usées ainsi que sur les mesures prises à la suite d’un avis concernant la qualité de l’eau. Pour sa part, Santé Canada transmet des renseignements sur les échantillons d’eau qui ne respectent pas les Recommandations pour la qualité de l’eau potable au Canada et sur les raisons motivant l’émission d’un avis concernant la qualité de l’eau. Sur le plan pratique, on a aussi créé le Comité de gestion stratégique de l’eau dans les réserves, qui regroupe des représentants d’AINC, de Santé Canada, d’Environnement Canada et de l’Assemblée des Premières Nations. Ce comité offre une tribune privilégiée pour discuter, échanger et planifier des actions collectives. Même s’il n’a pas de pouvoir de décision à proprement parler, le Comité de gestion stratégique dirige de façon cohérente la mise en œuvre du Plan d’action de manière à assurer aux collectivités des Premières nations un approvisionnement fiable en eau potable.
Les directeurs généraux et les sous-ministres adjoints d’AINC et de Santé Canada se réunissent, au besoin, pour discuter ou pour coordonner les activités entreprises dans le cadre du Plan d’action.
Partenaire fédéral | Activité de programme | Titre du programme | Total des fonds alloués | Dépenses prévues pour 2008-2009 | Dépenses réelles en 2008-2009 | Résultats prévus pour 2008-2009 | Résultats atteints en 2008-2009 |
---|---|---|---|---|---|---|---|
Affaires indiennes et du Nord Canada | Infrastructure communautaire | Programme d’immobilisations et d’entretien | 276,2 | 138,1 | 138,2 | Meilleure gestion de l’approvisionnement en eau potable et du traitement des eaux usées au sein des Premières nations | Le nombre de réseaux d’alimentation en eau potable présentant des risques élevés a été réduit de 85 à 48. Le nombre de réseaux de traitement des eaux usées présentant des risques élevés a chuté de 71 à 60. Le pourcentage d’opérateurs possédant au minimum le premier niveau d’agrément est passé de 41 % à 64 %. On a recruté 14 nouveaux formateurs dans le cadre du Programme de formation itinérante, ce qui porte le total à 54. D’autres s’ajouteront en 2009. |
Santé Canada | Santé des Premières nations et des Inuits | Programme sur la qualité de l’eau potable — Fonds obtenus dans le cadre du Plan d’action | 54,6 | 27,3 | 22,1* * Les dépenses réelles sont sous-estimées étant donné que les ressources fournies par certaines régions n’ont pas été inscrites correctement. |
Amélioration de la capacité des Premières nations à surveiller la qualité de l’eau potable | En 2008-2009, 707 collectivités sur 811 avaient accès aux services d’un contrôleur de la qualité de l’eau, une proportion comparable à celle enregistrée en 2007-2008 (87 %). De même, 668 collectivités avaient accès à des trousses de laboratoire portatives leur permettant de procéder à des analyses de l’eau, une augmentation de 3,8 % par rapport à 2007–2008. |
Augmentation du nombre d’agents d’hygiène du milieu engagés pour surveiller la qualité de l’eau potable | On a doté 43 postes d’agents d’hygiène du milieu sur un total de 48. En mars 2009, 49,2 %* des réseaux d’alimentation en eau potable comptant cinq raccordements ou plus faisaient l’objet d’une surveillance hebdomadaire, une augmentation de 5,2 % par rapport à 2007-2008. On a prélevé et analysé 159 431 échantillons d’eau dans les collectivités des Premières nations, une augmentation de 6,8 % comparativement à 2007–2008. |
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Implantation d’une base de données permettant de détecter rapidement les problèmes liés à la qualité de l’eau | Six régions sur sept ont accès à une base de données sur l’eau et peuvent ainsi examiner les résultats de l’analyse d’échantillons. | ||||||
Enquête sur les maladies d’origine hydrique et sur les éclosions de telles maladies | Il n’y a eu aucun cas de maladie gastro-intestinale pouvant être d’origine hydrique. | ||||||
Examen des projets d’aqueduc et d’égouts | Le personnel de Santé Canada à l’administration centrale a examiné 13 projets d’aqueduc et d’égout proposés pour le Manitoba, l’Ontario, le Québec et les Maritimes afin d’en déterminer l’intérêt du point de vue de la santé publique. | ||||||
Élaboration d’un programme national de traitement des eaux usées | On a élaboré la version préliminaire d’un cadre national pour le Programme de santé environnementale et publique dans les collectivités des Premières nations établies au sud du 60e parallèle. Ce document expose brièvement les objectifs, les rôles, les responsabilités, les activités et les exigences de déclaration liés au traitement des eaux usées. | ||||||
Élaboration de procédures en cas de menaces de maladie d’origine hydrique dans les réserves | On s’apprête à mettre la dernière main aux procédures et aux mesures de préparation et d’intervention d’urgence. On a également établi des procédures de communication à suivre en cas de menaces de maladie d’origine hydrique. | ||||||
Production de matériel d’information et de sensibilisation du public | Santé Canada a commencé à préparer des documents d’information afin de prévenir la contamination des puits individuels et a entrepris l’élaboration d’un bulletin annuel exposant les réussites dans le domaine de l’eau potable et de l’hygiène du milieu. | ||||||
Amélioration du programme national d’assurance de la qualité de l’eau | On a réussi à déterminer ce qui empêchait certaines collectivités de respecter les normes de contrôle de la qualité de l’eau. On a aussi formulé des recommandations afin d’améliorer le programme d’assurance de la qualité et de régler les problèmes qui se posaient dans les collectivités éloignées. | ||||||
Élaboration d’une stratégie de recrutement et de maintien en poste des agents d’hygiène du milieu | Des stratégies de recrutement et de maintien en poste des agents d’hygiène du milieu ont été mises en place. Elles comprennent la mise en œuvre d’un programme d’échange, en collaboration avec les services de santé autochtone des États-Unis. * En mars 2008, 44 % des réseaux d’alimentation en eau potable comptant cinq raccordements ou plus faisaient l’objet d’une surveillance hebdomadaire et non pas 87 %, tel qu’il apparaît dans le rapport de 2007–2008. |
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Total | 330,8 | 165,4 | 160,3 |
Commentaires sur les écarts : Sans objet
Résultats attendus des partenaires non fédéraux (le cas échéant) : Sans objet
Personne-ressource :
Sébastien Labelle
Directeur des politiques
Direction générale des infrastructures communautaires
Affaires indiennes et du Nord Canada
10, rue Wellington
Gatineau (Québec) K1A 0H4
Téléphone : 819-994-6466
Name of Horizontal Initiative: International Polar Year
Name of Lead Department(s): Indian and Northern Affairs Canada — Northern Affairs Program
Start Date of the Horizontal Initiative: April 1st 2007
End Date of the Horizontal Initiative: March 31st 2012
Description of the Horizontal Initiative (including funding agreement): To support Canada’s participation in International Polar Year (IPY), the Government of Canada has invested $150 million over five years. This funding is being used to carry out an innovative and multidisciplinary Arctic science program. The Government of Canada Program for IPY is led by INAC in conjunction with five lead federal departments and agencies: Environment, Fisheries and Oceans, Health, National Sciences and Engineering Research Council (on behalf of Industry), and Natural Resources. IPY will bring opportunities to welcome many top international scientists and other visitors to Canada. Canada’s significant involvement and investment in the International Polar Year 2007–2009 contributes to the government’s stewardship of Canada’s Arctic. The Government of Canada IPY Program is working with northern communities in developing and conducting activities such as research, training and capacity building.
Key areas of the Government of Canada Program for IPY include:
The distribution of funds among federal departments and agencies is according to their involvement in the various aspects of the program, including the science and research program, support for logistics, communications and outreach, training, and capacity building. Funding is being provided to support Northern IPY Coordinators who act as points of contact on IPY matters for northern communities and researchers. They are working with the relevant licensing and permitting bodies to provide information and advice on licenses and permits needed for IPY initiatives.
The Northern IPY Coordinators maintain a regional network to support all aspects of Canada’s IPY Program. The work that they are doing to identify key issues for IPY in northern communities and organizations, to provide a contact between community groups and IPY researchers and facilitate the involvement of northerners in the development of IPY initiatives are an important component of the IPY program.
Shared Outcome(s): Increased understanding (of impacts of a changing climate and of health and well-being of northern communities) that informs policy and decision making, and contributes to recognition of Canada as an expert on the Canadian North. Enhanced northern research capacity through newly trained scientists, knowledge and skills transfer to Northerners, and greater participation in planning and delivery of research by Northerners.
Governance Structure(s):
The Government of Canada Program for IPY works in conjunction with the Canadian IPY National Committee and the Canadian IPY Secretariat who link to the International Joint Committee for IPY and IPY committees from other participating countries.
Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2008-2009 |
Actual Spending for 2008-2009 |
Expected Results for 2008-2009 |
Results Achieved in 2008-2009 |
---|---|---|---|---|---|
Indian and Northern Affairs Canada | 56,617,380 | 21,425,688 | 9,726,427 | Initiate a targeted science and research program to address priorities on climate change impacts and adaptation and health and well-being of northern communities | Conducted the second Researchers' Workshop. 34 Training, Communication and Outreach projects were implemented. IPY obtained successful levels of visibility and was able to reach out to young northerners. Nearly 700 students and new researchers. Program was able to reprofile $10.1M up to fiscal year 2011-2012. |
Health Canada | 158,234 | 0 | 0 | Not applicable as the budget was transferred to Natural Sciences and Engineering Reseach Council of Canada (NSERC). | |
Environment Canada | 11,169,875 | 5,457,673 | 4,612,984 | A new version of the regional Numerical Weather Prediction model covering the Arctic basin is now operational and represents an ideal platform for technology transfer from Thorpex Arctic Weather Prediction Initiative (IPY-TAWEPI) to the Canadian Meteorological Centre for Arctic weather forecasts. OASIS-Canada has completed four field campaigns including one aboard the Amundsen icebreaker with the new insights gained to be incorporated into 3D ocean-atmosphere models concurrently under development. IPY-CRYOSPHERE field work extended across the Arctic and one such snowmobile traverse with the Canadian Rangers produced new baseline measurements for the health of the ice shelf in the High Arctic. Collaboration on both sides of the Pacific by Intercontinental Atmospheric Transport of Anthropogenic Pollutants to the Arctic (IPY-INCATPA) for air sampling and laboratory analysis of pollutants is continuing until 2010. Sampling in the Canadian Arctic shows that the atmosphere carries pollutants from different sources on different days. Significant progress was made in attaining an improved process-level understanding of freshwater and nutrient flux to the Arctic ocean, improved predictive cold regions hydrological and hydro-ecological models, and the development of a unique legacy database of aquatic biodiversity and environmental information from Arctic freshwater ecosystems. In addition, the program was successful in expanding the capacity of northern communities to conduct aquatic biomonitoring and related environmental assessment programs. |
|
Fisheries and Oceans | 31,542,477 | 12,273,000 | 12,273,000 | Funding for 2nd year of field research Department of Fisheries and Oceans (DFO) IPY research projects, including all vessel costs incurred by Canadian Coast Guard (CCG). All planned research cruises on CCG icebreakers were successfully carried out, with one exception. The planned GEOTRACES (University of British Columbia) cruise was postponed until 2009-2010 aboard the CCG Amundsen. All DFO research programs completed as planned with no lapse (carry-over) of IPY funding. | |
Natural Resource Canada | 3,063,000 | 1,267,000 | 1,235,355 | Northern Issues: Earth Science Sector (ESS) science is being transferred across Nunavut communities through partnerships: with Canadian Institute of Planners, INAC and the Government of Nunavut. | |
Natural Sciences and Engineering Research Council | 31,290,669 | 11,461,106 | 11,865,141 | Overall, projects have progressed in data collection and analysis with some preliminary results reported. Examples of achievement include: significant advancements in the understanding of sea ice and oceans, atmospheric and terrestrial processes and Arctic ecosystems; the first comprehensive assessment of the Arctic tundra; enhanced understanding of tundra food webs and associated ecosystem processes; examination of the carbon-balance of the Arctic tundra in fungi, vegetation and soils; investigation of seabirds and how they reflect ecosystem changes in the Arctic; insight into the feeding and movement patterns of the Greenland shark; and, increased knowledge and appreciation of the sea ice use and occupancy of Inuit hunters and travellers. | |
Canadian Institutes of Health Research | 9,747,988 | 3,555,547 | 3,855,546 | Projects have progressed well in 2008-2009. Achievements include: completion of data collection for the Inuit health survey; completion of field research on community resiliency in 11 communities with preliminary results showing links between climate and use of sea ice, infrastructure, food security and health; consultations in several Arctic communities to determine the impacts of oil and gas activity on community resiliency; completion of data collection and development of Northern Canadian Viral Hepatitis Database with preliminary results showing the prevalence and type of hepatitis found in the North; exploration of the impact of the immunization against respiratory illnesses in young children in Nunavik; completion of fieldwork to determine the relationship between past Inuit social strategies and changing environments with preliminary results providing insight into Inuit migration, the nature of early Inuit life and the link between climate change and Inuit society. | |
Canadian Food Inspection Agency | 414,500 | 161,700 | 161,700 | Developed or modified tissue and serological assays for screening game animals and wildlife for Toxoplasma. Initiated a national survey to test northern food animals for Toxoplasma and Trichinella. Developed and used a training module to help build skills and competence in analysts and collaborators in remote labs to test for Toxoplasma and Trichinella. Completed transfer of food microbiology test capability to Northern laboratory (Nunavik Research Centre). Completed survey of arctic animals to determine prevalence of Salmonella and E. coli O157:H7. |
|
Parks Canada Agency | 1,350,000 | 608,750 | 622,789 | IPY Freshwater (FW) Systems Hierarchical Ecological Classification [Nahanni, Wapusk, Auyuittuq]; Developing monitoring protocols for FW [Torngats, Auyuittuq]; Testing protocols at a landscape scale [Nahanni]; Support to eastern node IPY FW systems project (Culp, Curry); Watershed-based monitoring design [Torngats, Western Arctic, Eastern Arctic]); IPY Climate Change Impacts on Canadian Arctic Tundra (CiCAT) (tundra) — (1. Multi-Scalar Ecosystem Inventories). |
|
Public Health Agency of Canada | 617,000 | 172,000 | 403,500 | Conducted HPV Prevalence Analysis and established cervical cancer risk assessment protocols in Nunavut and NWT. Student processed 706 sera received from NWT for IPY project ("Detection of occult HBV in a community-based cohort") — Student analyzed 7 paired sera received from Greenland and 5 paired sera received from Alaska for IPY project ("Mutational rate, nature and regional susceptibility within HBV genotyping circulating in western circumpolar Inuit"). Hired two technicians and a reagent to perform HPV genotyping for the Northwest Territories HPV epidemiological study (6356 samples tested in the fiscal year 2008/09). The technician contributed about 25% of their time to the HPV surveillance project in Nunavut. |
|
Agriculture and Agri-food | 156,400 | 115,900 | 116,000 | Field research completed. Data analysis is completed. Scientific papers are being prepared. |
|
Canadian Museum of Civilization | 795,200 | 408,000 | 190,014 | A detailed helicopter survey and testing of archaeological sites were carried out along the southeastern coast of Baffin Island and extensive excavations were undertaken at Cape Tanfield near Kimmirut. The information recovered has added important new information about relations between the Indigenous occupants of the area and the medieval Norse or other early Europeans. Nine fresh water ponds adjacent to Dorset Palaeo-Eskimo and/or early European occupations, as well as one ancient Inuit site, on southern Baffin Island were sampled for palaeo-ecological information and preliminary work shows the likelihood of interesting palaeo-environmental results with implications for the human occupation of the area. Archaeological excavation of two additional ancient Inuit houses near Resolute Bay recovered further information on the settlement history of the site, as well as evidence of two distinct occupations, one of which is very early. Both projects were carried out in co-operation with local communities, and included the training of students from Resolute and Kimmirut. | |
Centrally Earmarked Funds | 3,077,277 | n/a | This funding will be allocated to INAC's budget to support logistics and science projects in 2009-2010. | ||
Total | 150,000,000 | 56,906,364 | 45,062,456 |
Comments on Variances: None
Results to be achieved by non-federal partners (if applicable): None
Contact information:
Kathleen Fischer
Executive Director
International Polar Year Federal Program Office
Indian and Northern Affairs Canada
10 Wellington Street, Room 745
Gatineau, Quebec K1A 0H4
Tel: 819-934-6085
Fax: 819-934-0584
fischerk@ainc-inac.gc.ca
Name of Horizontal Initiative: Indian Residential Schools (IRS) Resolution Health Support Program.
Name of Lead Department(s): Indian and Northern Affairs Canada
Start Date of the Horizontal Initiative: November 30, 2006
End Date of the Horizontal Initiative: March 31, 2013
Total Federal Funding Allocation (start to end date): $94,500,000
Description of the Horizontal Initiative (including funding agreement): The Indian Residential Schools Resolution Health Support Program provides cultural, paraprofessional and professional support for individuals, families and communities, as well as assistance with the cost of transportation, throughout all phases of the Settlement Agreement including the Common Experience Payments, the Independent Assessment Process, the Truth and Reconciliation Commission, and Commemorative events.
Shared Outcome(s): Healing for former Indian Residential School students and their families as they go through the IRS Settlement Agreement process.
Governance Structure(s): Indian and Northern Affairs Canada is responsible for the overall Settlement Agreement and is working in partnership with Health Canada to coordinate and provide services for former Indian Residential School students and their families.
Indian and Northern Affairs Canada also has some responsibilities relating to the health supports, which include:
Health Canada is responsible for providing former students and their families with access to emotional health and mental wellness support services under the Resolution Health Support Program. These services include:
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2008-2009 |
Actual Spending for 2008-2009 |
Expected Results for 2008-2009 |
Results Achieved in 2008-2009 |
---|---|---|---|---|---|---|---|
Health Canada | First Nations and Inuit Health, Community Programs, Mental Health and Addictions | Resolution Health Support Program | $94.5 | $28.3* | $28.1 | Health Canada will work with Indian and Northern Affairs Canada to ensure that eligible former students and their families have access to paraprofessional and cultural supports, and professional counselling. | Health Canada provided supports to former students receiving Common Experience Payments, as well as those participating in the Independent Assessment Process, and their families, in a timely and effective manner. |
Total | $94.5 | $28.3 | $28.1 |
Comments on Variances: *Planned spending reflects a Treasury Board Allocation of $13,142,783; $4,000,000 of re-profiled funds; and $11,172,400 of funds carried forward from previous years.
Results to be achieved by non-federal partners (if applicable): None
Contact information:
Kari Nisbet
Manager
IRS Resolution Health Support Program
Name of Horizontal Initiative: Labrador Innu Comprehensive Healing Strategy
Name of Lead Department(s): Indian and Northern Affairs Canada (lead); Health Canada; Canada Mortgage and Housing Corporation.
Lead Department Program Activity: Social Development
Start Date of the Horizontal Initiative: June 2001
End Date of the Horizontal Initiative: March 2010
Total Federal Funding Allocation (start to end date): $204 Million
Description of the Horizontal Initiative (including funding agreement): The Labrador Innu Comprehensive Healing Strategy (LICHS) was developed by INAC, Health Canada (HC) and former Solicitor General in response to the 2000 gas-sniffing crisis facing the Labrador Innu to help resolve the serious health, social and safety issues in the communities of Davis Inlet and Sheshatshiu. While notable progress has been achieved, many serious issues remain. To address these issues, INAC and HC sought Cabinet approval and funding for the continuation of the LICHS. The proposed approach responded positively to the priorities in the October 2004 Speech from the Throne for addressing the needs of Aboriginal Canadians.
Shared Outcome(s): The partners, in consultation with the Innu, developed the following 5-year vision with respect to the continuation of the LICHS. This vision is for the federal government, the Province and the Innu to work in partnership to: advance Innu community healing; build increased Innu capacity for the management and delivery of some government programs; conclude a land claim Agreement-in-Principle; address issues arising from sexual, physical and emotional abuse; achieve improvements in health, education, family and social well-being, economic development, community development, public safety and First Nation governance; and, manage the LICHS in an integrated and effective fashion.
Governance Structure(s): Chaired by the Chief Federal Negotiator, Labrador Innu file. Membership includes representatives of the Labrador Innu leadership, Province of Newfoundland and Labrador, and federal partners to the LICHS. Tripartite sub-committees for: reserve creation, education, new school at Sheshatshiu, income support, child youth and family services, economic development, health, and evaluation.
Federal Partners | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2008-2009 |
Actual Spending for 2008-2009 |
Expected Results for 2008-2009 |
Results Achieved in 2008-2009 |
---|---|---|---|---|---|---|
Indian and Northern Affairs Canada | Sheshatshiu school design | $0.1 | — | — | Not available | Not available |
Education | $14.8 | $6.6 | $7.3 | Negotiate Education Agreement with Province of Newfoundland | Agreement in place. | |
Child, Youth and Family Services (CYFS) | $27.9 | $7.7 | $7.3 | Negotiate CYFS Agreement with Province of Newfoundland | Agreement in place. | |
Income Support | $6.1 | $1.5 | $0.4 | Negotiate Income Support Agreement with Province of Newfoundland | Agreement in place. | |
Electrification — Natuashish | $6.0 | $3.5 | $4.0 | Electrification for Community of Natuashish | Electrification/ Hydro supplied to community. | |
Airport Agreement — Natuashish | $0.5 | $0.1 | $0.14 | Current Airport agreement — costs shared with Province of Newfoundland to operate airport at Natuashish | Costs Shared with Province to operate airport. | |
Facilities O&M Capacity Building | $3.6 | $0.6 | $0.6 | Facilities Manager to run operations of buildings | Operation of buildings for MIFN (dozer operations, fork lifts, training, etc.) | |
Housing Capacity Building | $0.6 | — | — | Not available | Not available | |
LTS Capacity Building | $1.4 | $0.1 | $0.12 | LICHS Funding used for other priorities | Training, capacity building funds accessed through LTS regular programming. | |
Reserve Creation | $0.2 | — | — | Reserve creation completed | Not available | |
Devolution Planning and Transition | $0.8 | $0.2 | $0.15 | Improve Innu capacity via: CYFS and Income Support Tripartite Committees, and Education Working Group | Innu capacity improved via: CYFS and Income Support Tripartite Committees, and Education Working Group | |
New Paths (outpost) | $1.0 | $0.2 | $0.2 | Complete Outpost projects | Enabled Innu to travel into the country as an educational community activity and to live in their traditional ways. Allowed for the inter-generational transmission of unique cultural knowledge, traditional practices, spiritual and cultural values and traditional language. | |
Strategies for Learning | $2.2 | $0.4 | $0.5 | Continued implementation of Philpott Recommendations | Transition Facilitator, Ongoing implementation of Philpott Recommendations (i.e. Home School Liaisons and Nutrition Program) | |
Planning and Consultation | $0.5 | $0.1 | $0.1 | Fund committees — Main Table, CYFS, Income Support, Education, Equivalency, etc. | Committees Active | |
Safe houses | $1.4 | $0.4 | $0.4 | Operation of Youth Safehouse in Sheshatshiu and dual purpose Safehouse in Natuashish | Both Safehouses operating 24 hrs/7 days a week. | |
Health Canada | Addictions/ Mental Health | $12.6 | $2.6 | $2.8 | Treatment programs continue through the Family Treatment (in Sheshatshui) and Healing Lodge (in Natuashish) programs | Treatment offered through the Family Treatment Program (Sheshatshiu) and at the Healing Lodge (Natuashish). |
Maternal/ Child Health | $3.3 | $0.7 | $0.9 | Health promotion programs continue through the Family Resource Centre (in Sheshatshui) and Wellness Centre (in Natuashish) | Health promotion programs offered through the Family Resource Centre (in Sheshatshui) and Wellness Centre, Healing Lodge, and Safe House (in Natuashish) | |
Community Health Planning | $1.1 | $0.23 | $0.3 | Program evaluation information will inform future health programming in both communities | Program evaluations reviewed and action plans developed collaboratively. Community Health Planners hired in both communities. | |
Management and Support | $4.32 (2007-2008) |
$0.89 (2007-2008) |
$0.1 | Improved coordination of health services being achieved through tri-partite projects on integration and adaption of health services at community and health authority levels | Ongoing activities by Labrador Health Secretariat staff to support capacity development and program delivery by community staff as they move towards self management of effective health programs, coordination, integration and adaptation of health services delivered in both communities. | |
Safe houses | $1.65 | $0.4 | $0.4 | Program delivery, policy, and operations, continue | Program delivery and operations continue at the Safe House. Program and policy development continues to look at other ways to offer programming to youth and women in the community. | |
Canada Mortgage and Housing Corporation | Safe houses | $0.95 | — | — | Complete Construction | |
Total | $90.92 | $26.22 | $25.77 |
Comments on Variances: Health Canada total funding allocation includes departmental corporate costs. Planned and actual spending for 2008-2009 does not include corporate costs.
Results to be achieved by non-federal partners (if applicable): None
Contact information:
Ausra Burns
A/Director
Social Services and Justice Directorate
Social Policy and Programs Branch
INAC
10 Wellington Street
Gatineau, Quebec K1A 0H4
819-994-4837
Name of Horizontal Initiative: Urban Aboriginal Strategy
Name of Lead Department(s): Indian and Northern Affairs Canada — Office of the Federal Interlocutor for Métis and Non-Status Indians
Lead Department Program Activity: Urban Aboriginal Strategy
Start Date of the Horizontal Initiative: 2007
End Date of the Horizontal Initiative: 2012
Total Federal Funding Allocation (start to end date): $68.5 Million
Description of the Horizontal Initiative (including funding agreement): The Urban Aboriginal Strategy (UAS) was developed in 1997 to help respond to the needs of Aboriginal people living in key urban centres. Through the UAS, the Government of Canada seeks to partner with other governments, community organizations, Aboriginal people and the private sector to support projects responsive to local priorities.
In 2007, Canada set national priorities in relation to urban Aboriginal issues that focused on greater economic participation, and made a long-term commitment by investing $68.5 million over 5 years to help respond effectively to the needs of Aboriginal people living in key urban centres.
The Multi-year Comprehensive Funding Arrangement (MCFA) or Comprehensive Funding Agreement (CFA), as used by DIAND/OFI, is the funding arrangement used to transfer annual funding to eligible recipients for program delivery under the UAS.
Shared Outcome(s): The primary goal of the UAS is to better address issues facing Aboriginal people living in cities across Canada. To this end, the OFI works to achieve the following objectives:
To accomplish these objectives, UAS projects will strategically focus investments in three priority areas (improving life skills, promoting job training, skills and entrepreneurship and supporting Aboriginal women, children and families).
Governance Structure(s): All 13 UAS designated communities have established community-based Steering Committees that are the catalysts for planning, making funding decisions, and coordinating work through the Urban Aboriginal Strategy — along with other community activities — to respond to urban Aboriginal issues. Each UAS Steering Committee is composed of a cross section of the Aboriginal community, to ensure the Steering Committee decisions reflect broad community concerns and priorities. While the structure of the Steering Committees is meant to be reflective of local circumstances, each Steering Committee includes representation from the local Aboriginal community, the federal government, other levels of government and the private sector. The inclusive nature of the Steering Committee reflects the principle of partnership that underlies the UAS, particularly the objective of establishing strong and active partnerships between government and community.
In some of the designated cities under the UAS, federal funding is administered through a community entity (an incorporated organization having delegated authority for delivering UAS projects on behalf of the various partners). Regardless of whether funding is delivered by a community entity or by federal officials or a combination of the two, funding through the UAS is designed to promote cooperation with other key partners (including other federal departments) and stakeholders in support of community interests.
A major program objective of the UAS is to support federal coordination of urban Aboriginal issues. With respect to federal horizontal partnerships, the UAS collaborates with other federal departments on an opportunity-driven basis on proposals identified as offering a potentially good return in terms of advancing federal objectives. To assist in the development of efficient horizontal partnership arrangements between federal departments, the UAS has developed horizontal terms and conditions as a mechanism that allows for the coordination of Government of Canada efforts on urban Aboriginal issues in key urban centres and specifies when it would be appropriate for departments and agencies to implement these terms and conditions in the context of responding to national objectives. Consequently, departmental arrangements and departmental planned spending will vary based on the priorities of the designated UAS city and the ability of proposals to respond to both community and national priorities of the UAS.
The following departments and agencies may use the UAS terms and conditions when they participate in a UAS project:
Federal Partners | Names of Programs for Federal Partners | Total Allocation (from Start to End Date)[1] | Planned Spending for 2008-2009 |
Actual Spending for 2008-2009 |
Expected Results for 2008-2009 |
Results Achieved in 2008-2009 |
---|---|---|---|---|---|---|
Office of the Federal Interlocutor for Métis and non-Status Indians | Urban Aboriginal Strategy | $68.5 | $13.567 | $13.567 | UAS projects will strategically focus investments in the three national priority project areas: — improving life skills; — promoting job training, skills and entrepreneurship; and, — supporting Aboriginal women, children and families. |
UAS funded 138 projects nationally which demonstrated an exclusive or combined project focus in the following national priority areas: — 81 projects involved activities associated with improving life skills; — 38 projects involved activities associated with promoting job training, skills and entrepreneurship; and, — 50 projects involved activities associated with supporting Aboriginal women, children and families. |
Human Resources and Social Development Canada (HRSDC) | Aboriginal Human Resource Development Strategy (AHRDS) Homeless Partnership Strategy Aboriginal Affairs Directorate |
See note 1 | $1,648,341 | Actual spending totals by department will be known in August, 2009. | The UAS partners with other federal departments within the three project priority areas of: — improving life skills; — promoting job training, skills and entrepreneurship; and, — supporting Aboriginal women, children and families. |
The UAS partnered with HRSDC within 16 projects in three different program areas. The UAS and HRSDC projects demonstrated an exclusive or combined project focus in the following national priority areas: — 11 of the 16 projects involved activities associated with improving life skills; — 5 of the 16 projects involved activities associated with promoting job training, skills and entrepreneurship; and, — 7 of the 16 projects involved activities associated with supporting Aboriginal women, children and families. |
HRSDC Programming Highlights: In a project involving activities related to supporting women, children and families between the UAS and HRSDC assisted people affected by Fetal Alcohol Spectrum Disorder with intensive supports and supportive housing. Complementary investments were also provided by Aboriginal service organizations and the municipality. In another project involving activities associated with job training, skills and entrepreneurship, the UAS and HRSDC assisted trained at-risk urban Aboriginal youth in the construction trades and provided a variety of support services in preparation and during various work placement opportunities. Support services consisted of life skills, employment readiness and certified health and safety training. Additional retention supports were provided including assistance for housing needs, provision of bus tickets and 24 hour access to counsellors to ensure an easier transition into a workplace. |
||||||
Health Canada | First Nations Inuit Health Branch | See note 1 | $30,000 | Actual spending totals by department will be known in August, 2009. | The UAS partners with other federal departments within the three project priority areas of: — improving life skills; — promoting job training, skills and entrepreneurship; and, — supporting Aboriginal women, children and families. |
The UAS partnered with Health Canada on 1 project with the First Nations Inuit Health Branch. The UAS and Health Canada project demonstrated an exclusive or combined project focus in the following national priority areas: — the project involved activities associated with supporting Aboriginal women, children and families. |
Health Canada Programming Highlights: A project involving activities related to supporting women, children and families between the UAS and Health Canada resulted in enhancing and continuing the Food Program at Aboriginal Sites in Saskatoon. | ||||||
Canadian Heritage | Urban Multi-Purpose Aboriginal Youth Program | See note 1 | $273,943 | Actual spending totals by department will be known in August, 2009. | The UAS partners with other federal departments within the three project priority areas of: — improving life skills; — promoting job training, skills and entrepreneurship; and, — supporting Aboriginal women, children and families. |
The UAS partnered with Canadian Heritage within 6 projects through the Urban Multi-purpose Aboriginal Youth Program. The UAS and Canadian Heritage projects demonstrated an exclusive or combined project focus in the following national priority areas: — 2 of the 6 projects involved activities associated with improving life skills; — 3 of the 6 projects involved activities associated with promoting job training, skills; and entrepreneurship; and, — 2 of the 6 projects involved activities associated with supporting Aboriginal women, children and families. |
Canadian Heritage Programming Highlights: A project involving activities related to supporting women, children and families between the UAS and Canadian Heritage delivered a community action project, "Aboriginal Youth Animation Project", that targets Aboriginal Youth, including street-involved youth and those that face barriers to education and employment. The UAS funding was used to support project activities related to the project Instructor and Production Assistant salaries, youth wages, travel, emergency living expenses, and project completion. As a result of this project, Aboriginal Youth (ages 15–24) participating in the 25 week program will receive a full-time wage, and skills development training designed to assist the youth in pursuing future employment and education goals. This project also supported the development of short animations and a DVD. | ||||||
Service Canada | Youth Employment Strategy — Skills Link Canada Summer Jobs Student Employment Experience |
See note 1 | $256,289 | Actual spending totals by department will be known in August, 2009. | The UAS partners with other federal departments within the three project priority areas of: — improving life skills; — promoting job training, skills and entrepreneurship; and, — supporting Aboriginal women, children and families. |
The UAS partnered with Service Canada within three projects in three different program areas. The UAS and Service Canada sponsored projects demonstrated an exclusive or combined project focus in the following national priority areas: — 2 of the 3 projects involved activities associated with improving life skills; and, — 2 of the 3 projects involved activities associated with promoting job training, skills and entrepreneurship. |
Service Canada Programming Highlights: A project involving activities related to promoting job training, skills and entrepreneurship between the UAS and Service Canada, the “Urban Society for Aboriginal Youth’s project — Career Planning for Aboriginal Youth”, will develop an online training tool. As a result of this project, Aboriginal people living in Calgary will have access to an online training website that will provide e-Learning for Aboriginal Youth in career planning. | ||||||
Status of Women | Women’s Program | See note 1 | Women’s Program | Actual spending totals by department will be known in August, 2009. | The UAS partners with other federal departments within the three project priority areas of: — improving life skills; — promoting job training, skills and entrepreneurship; and, — supporting Aboriginal women, children and families. |
The UAS partnered with Status of Women on one project through the Women’s Program. The UAS and Status of Women sponsored a conference that demonstrated an exclusive or combined project focus in the following national priority areas: — the project involved activities associated with supporting Aboriginal women, children and families. |
Status of Women Programming Highlights: A project involving activities related to supporting women, children and families between the UAS and Status of Women was intended to reduce the incidence of violence that leads to the displacement and marginalization of Aboriginal women and to increase safety and security of Aboriginal women and girls in Winnipeg. | ||||||
Justice Canada | Aboriginal Justice Strategy | See note 1 | $95,794 | Actual spending totals by department will be known in August, 2009. | The UAS partners with other federal departments within the three project priority areas of: — improving life skills; — promoting job training, skills and entrepreneurship; and, — supporting Aboriginal women, children and families. |
The UAS partnered with Justice Canada on one project through the Aboriginal Justice Strategy. The UAS and Justice Canada sponsored a project that demonstrated an exclusive or combined project focus in the following national priority areas: — the project involved activities associated with supporting Aboriginal women, children and families and improving life skills. |
Justice Canada Programming Highlights: A project involving activities related to improving life skills and supporting women, children and families between the UAS and Justice Canada was developed to teach school staff, students, families and community members how to use the principles of restorative justice and traditional Aboriginal approaches to resolving conflict in a culturally appropriate manner. The aim of the project was to also increase the retention rate of Aboriginal students remaining in school and completing their education by providing them with a holistic, inclusive and healing approach to school community conflict. | ||||||
Public Health Agency of Canada | Aboriginal Head Start HIV/AIDs |
See note 1 | $173,771 | Actual spending totals by department will be known in August, 2009. | The UAS partners with other federal departments within the three project priority areas of: — improving life skills; — promoting job training, skills and entrepreneurship; and, supporting Aboriginal women, children and families. |
The UAS partnered with Public Health Agency of Canada on 2 projects within two program areas. The UAS and the Public Health Agency of Canada projects demonstrated an exclusive or combined project focus in the following national priority areas: — activities associated with supporting Aboriginal women, children and families. |
Public Health Agency of Canada Programming Highlights: A project involving activities related to supporting women, children and families between the UAS and Public Health Agency of Canada assisted women and their children fleeing family violence situations and wanting to make a change in their life, by providing safe, stabilized transitional housing with many supports to help them become self sufficient. Supports will include: day to day life skills, elder’s program, early childhood program, one on one and/or group counselling, referrals, advocating and supporting the women in all aspects of their lives. | ||||||
Public Safety Canada | Research Unit National Crime Prevention Canada Corrections Canada — Policy Unit |
See note 1 | $727,342 | Actual spending totals by department will be known in August, 2009. | The UAS partners with other federal departments within the three project priority areas of: — improving life skills; — promoting job training, skills and entrepreneurship; and, — supporting Aboriginal women, children and families. |
The UAS partnered with Public Safety Canada on 4 projects in three different program areas. The UAS and Public Safety Canada projects demonstrated an exclusive or combined project focus in the following national priority areas: — 2 of the 4 projects involved activities associated with improving life skills; — 2 of the 4 projects involved activities associated with promoting job training, skills and entrepreneurship. |
Public Safety Canada Programming Highlights: A project involving activities related to improving life skills and promoting job training, skills and entrepreneurship between the UAS and Public Safety Canada entitled Regina Anti-Gang Strategy (RAGS) was supported. The project’s aim was to reduce youth gang criminal activity in the North Central area of Regina. This is being achieved through a targeted wrap-around service delivery model. The UAS specifically supported a pre-employment program as a component of the larger RAGS wrap-around model that helped give the participants the necessary building blocks to becoming a healthy, productive individual. | ||||||
Total | $3,222,498 | $ unknown until August 2009 | ||||
[1] In relation to the Total Allocation column, please note that the total funding allocation for each department will vary year over year for the 5 year authority based on the amount of funding available in the department and the priorities and projects identified by the designated UAS community, as the UAS is opportunity-driven, and funds proposals which are identified as offering a good return in terms of advancing federal objectives. |
Comments on Variances: Project actual totals are not known until August of every year with the receipt of the Audited Financial Statement of Revenue and Expense from project recipients of the UAS. This is consistent with the reporting structure of the Multi-year Comprehensive Funding Arrangement (MCFA) or Comprehensive Funding Agreement (CFA), as used by DIAND/OFI
Results to be achieved by non-federal partners (if applicable): The refocused UAS improves program coordination within the Government of Canada to maximize its investments and enable greater federal program alignment with provincial and municipal programming on a 50:50 basis.
The UAS has been redesigned to better address issues facing urban Aboriginal people. Through sustainable partnership policy development, program coordination at the federal level and with provincial and municipal governments, Aboriginal and private sector partners, the UAS addresses local priorities and engages partners in the process of reducing the level of disparity that urban Aboriginal people face.
The UAS strives to make significant progress along the road of horizontal management as well as shared accountability with its federal partners. It represents a practical step which illustrates how Canada’s government is moving in the right direction to ensure that Aboriginal people living in cities across Canada have greater access to the skills and experiences they need to gain access to and succeed in urban centres.
Contact information:
Allan MacDonald
Director General
Office of the Federal Interlocutor for Métis and Non-Status Indians
66 Slater Street
Ottawa, Ontario K1A 0H4
Telephone: 613-992-8186
Industry Canada is involved in a number of horizontal initiatives, working in partnership with other federal departments, other levels of government, non-governmental organizations and private sector organizations. Industry Canada’s involvement in these initiatives contributes to the Department’s achievement of its strategic outcomes.
Industry Canada is the lead for the following significant horizontal initiatives.
Name of Horizontal Initiative: BizPaL | |||||||
Name of Lead Department(s): Industry Canada |
Lead Department Program Activity: Small Business and Marketplace Services and Regional Operations Sector — Economic Development |
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Start Date of the Horizontal Initiative: January 31, 2005 | End Date of the Horizontal Initiative: March 31, 2011 | ||||||
Total Federal Funding Allocation (start to end date): $14,980,000 | |||||||
Description of the Horizontal Initiative (including funding agreement):
BizPaL is a unique collaboration of federal, provincial/territorial and municipal governments working together in a new service delivery model to improve access to information on permits and licences needed from all orders of government to start or operate a business. Integrated into local government websites or portals, BizPaL provides a single point of contact for entrepreneurs, enabling them to quickly learn which permits and licences they will need from municipal, provincial/territorial and federal governments. Federal funding supports secretariat services, expansion and development of the service and the federal role. None of the participants (provinces/territories/municipalities) receive federal funds for the BizPaL initiative. They provide “in-kind” support in their respective jurisdictions. Provincial and territorial participants also contribute funds to a Specified Purpose Account to support basic operating costs in accordance with a cost-sharing formula based on population size. |
|||||||
Shared Outcome(s):
|
|||||||
Governance Structure(s): BizPaL represents a shared governance model that involves participants from the federal, provincial/territorial and local/municipal levels of government. Industry Canada manages the expansion and evolution of the BizPaL service and develops relationships among participating jurisdictions. Although governance is shared through various participant committees, Industry Canada is accountable for the federal resources contributed to the BizPaL initiative. In addition, Industry Canada is responsible for enlisting the participation of federal government departments to BizPaL and provides a centralized support function to the partnership. |
|||||||
Federal Partner(s) | Federal Partner Program Activity | Names of Programs for the Federal Partner(s) | Total Allocation From Start to End Date | Planned Spending 2008–09 | Actual Spending 2008–09 | Expected Results 2008–09 | Results Achieved 2008–09 |
---|---|---|---|---|---|---|---|
Industry Canada (lead) | Small Business and Marketplace Services and Regional Operations Sector — Economic Development | BizPaL | $14,980,000 | $3,000,000 | $2,299,000 | Accelerated expansion of service to provincial/territorial governments and local governments within those provinces and territories | Expansion of the BizPaL service to 3 additional provinces and to 167 additional municipalities within the participating provinces and territories |
Federal/Provincial/ Territorial/Municipal/ Local Government Participants:
1 Federal government (NRCan) 11 Provincial/ territorial governments 277 Municipal/local governments |
Not applicable | BizPaL | Not applicable | Not applicable | Not applicable | Not applicable | Not applicable |
Total | $14,980,000 | $3,000,000 | $2,299,000 | ||||
Comments on Variance(s): Contractual limitations and departmental priorities limited the ability to conduct some technical enhancements and Public Opinion Research in 2008–09. |
|||||||
Results Achieved by Non-Federal Partners: Industry Canada’s achievements are shared with non-federal partners, which include the expansion of the service to an additional 167 municipalities. |
|||||||
Contact Information: Marcie Girouard, Executive Director, Service Delivery and Partnerships, Small Business and Tourism Branch |
Name of Horizontal Initiative: Canada Business Network (Amalgamation of Canada Business Service Centres (CBSC) and Business Gateway (BG)) |
||
Name of Lead Department(s):
|
Lead Department Program Activity: Small Business and Marketplace Services and Regional Operations Sector — Economic Development |
|
Start Date of the Horizontal Initiative: | End Date of the Horizontal Initiative: | Total Federal Funding Allocation (start to end date): |
---|---|---|
Canada Business Service Centres (CBSC): Funding originally started in 1995 (February 9, 1995). Most recent renewal for period 2006–07 (Policy and funding approval: Building a More Innovative Economy — Jobs and Growth) |
March 2009 | $211 million (since 1995) |
Business Gateway: Funding originally started in 2000 to March 31, 2006 (Policy and funding approval: Government On-line funding via TBS initially / PWGSC — Gateways and Clusters) |
March 31, 2006 | $6.79 million (since 2000) |
Total: $217.79 million | ||
Description of the Horizontal Initiative (including funding agreement): On behalf of the Government of Canada and its partners, Canada Business delivers a host of information products and resources through a variety of channels across Canada (web, in-person, telephone). Through its collaboration with the provinces and territories, information products and resources are supplemented by jurisdictionally relevant content, providing client-centred, integrated information services. |
||
Shared Outcome(s):
|
||
Governance Structure(s): The Canada Business Network is managed on behalf of the federal government by the Atlantic Canada Opportunities Agency (ACOA), Economic Development Agency for the Regions of Quebec (QCED), Industry Canada (IC) and Western Economic Diversification Canada (WD). The lead organizations are responsible for ensuring compliance with all federal policies affecting program delivery in a collaborative environment, particularly policies on topics such as official languages, accessibility, access to information and privacy, federal identity, and alternative service delivery. |
Federal Partner(s) | Federal Partner Program Activity |
Names of Programs for the Federal Partner(s) | Total Allocation From Start to End Date ($000) |
Planned Spending for 2008–09 ($000) |
Actual Spending in 2008–09 ($000) |
Expected Results for 2008–09 | Results Achieved in 2008–09 |
---|---|---|---|---|---|---|---|
IC | Small Business and Marketplace Services and Regional Operations — Economic Development | Canada Business Network | 92,416 | 6,504 | 6,024 | SME use of government business-related information, programs and services and facilitated compliance for business | 9.5 million visits to all CB websites, an increase of 2.5 million over the previous year |
ACOA | Fostering the development of institutions and enterprises with emphasis on those of small and medium size | Canada Business Network | 36,016 | 2,641 | 2,478 | Access for Atlantic Canadians to accurate, timely, and relevant business information | Client satisfaction is measured by client surveys every 2 years. Results will be available in 2010 |
WD | Business Development and Entrepreneurship | Canada Business Network | 49,964 | 3,977 | 3,760 | Reduced complexity in accessing federal and provincial programs and services and compliance require- ments for SMEs |
Client satisfaction evaluations are undertaken every 2 years. Leveraged funding from provincial governments: $2.689 million |
QCED | Competitiveness of SMEs | Canada Business Network | 23,184 | 1,878 | 1,878 | Enterprises and entrepreneurs have general information regarding government programs and services | Excluding web access, 27,093 enterprises and entrepreneurs obtained customized information |
Total | 201,580 | 15,000 | 14,140 | ||||
Comments on Variance(s): N/A |
|||||||
Results Achieved by Non-federal Partners: N/A |
|||||||
Contact Information: Marcie Girouard, Executive Director, Service Delivery and Partnerships, Small Business and Tourism Branch |
Name of Horizontal Initiative: 20% Paperwork Burden Reduction Initiative | |||||||
Name of Lead Department(s): Industry Canada | Lead Department Program Activity: Small Business and Marketplace Services and Regional Operations Sector — Economic Development |
||||||
Start Date of the Horizontal Initiative: Budget announcement: March 19, 2007 |
End Date of the Horizontal Initiative: March 20, 2009 |
||||||
Total Federal Funding Allocation (start to end date): N/A | |||||||
Description of the Horizontal Initiative (including funding agreement): This is an initiative to reduce paper burden borne by business by 20%. 13 key regulatory departments and agencies have established an inventory of administrative requirements and information obligations they impose on business that existed as of November 2006. The objective of this baseline count is to establish a benchmark on which the 20% reduction will be based. Partner departments and agencies are reviewing obligations and requirements for which they are responsible and, where appropriate, introducing changes towards the goal of eliminating some 80,000 requirements and obligations by November 2008. There is no funding attached to this initiative. Funding is dealt with in the context of existing programs and initiatives. |
|||||||
Strategic Outcome(s): Improving how businesses comply with federal rules and regulations will improve regulatory efficiency and help businesses, particularly small businesses, focus their resources and efforts more on innovating and running a successful enterprise and less on complying with a regulatory or administrative burden. |
|||||||
Governance Structure(s): Through the Small Business and Tourism Branch, Industry Canada is responsible for:
Departments and agencies are responsible for reporting on and implementing necessary actions for reducing, by at least 20%, their baseline count of requirements and obligations. Departments and agencies are also responsible for implementing complementary initiatives that, although they may not contribute to reducing the count of regulatory requirements, will reduce burden on businesses, especially small businesses. The Minister of Industry and the Minister of State (Small Business and Tourism) were the government’s lead spokespersons for the initiative. |
|||||||
Federal Partner(s) | Federal Partner Program Activity | Names of Programs for the Federal Partner(s) | Total Allocation From Start to End Date | Planned Spending 2008–09 | Actual Spending 2008–09 | Expected Results 2008–09 | Results Achieved 2008–09 |
---|---|---|---|---|---|---|---|
Agriculture and Agri-Food Canada | Not available | 20% Paperwork Burden Reduction | Not applicable | Not applicable | |||
Canadian Food Inspection Agency | Not available | 20% Paperwork Burden Reduction | Not applicable | Not applicable | |||
Canadian Border Services Agency | Not available | 20% Paperwork Burden Reduction | Not applicable | Not applicable | |||
Environment Canada | Not available | 20% Paperwork Burden Reduction | Not applicable | Not applicable | |||
Finance Canada | Not available | 20% Paperwork Burden Reduction | Not applicable | Not applicable | |||
Canada Revenue Agency | Not available | 20% Paperwork Burden Reduction | Not applicable | Not applicable | |||
Fisheries and Oceans Canada | Not available | 20% Paperwork Burden Reduction | Not applicable | Not applicable | |||
Health Canada | Not available | 20% Paperwork Burden Reduction | Not applicable | Not applicable | |||
Human Resources and Skills Development Canada | Not available | 20% Paperwork Burden Reduction | Not applicable | Not applicable | |||
Industry Canada | Small Business and Marketplace Services and Regional Operations Sector — Economic Development | 20% Paperwork Burden Reduction | Not applicable | Not applicable | Not applicable | Administrative and regulatory requirements contained in Industry Canada’s
statutes, regulations, policies and forms will be eliminated. Government-wide, some 80,000 requirements will be eliminated |
As of March 2009, Industry Canada had achieved a 15% reduction in its
count of administrative and regulatory requirements. Government achieved a 20.5% reduction |
Natural Resources Canada | Not available | 20% Paperwork Burden Reduction | Not applicable | Not applicable | |||
Statistics Canada | Not available | 20% Paperwork Burden Reduction | Not applicable | Not applicable | |||
Transport Canada | Not available | 20% Paperwork Burden Reduction | Not applicable | Not applicable | |||
Total | |||||||
Comments on Variance(s): N/A |
|||||||
Results Achieved by Non-federal Partners: N/A |
|||||||
Contact Information: John Connell, Director General, Small Business and Tourism Branch. |
1. Name of Horizontal Initiative: Canada Strategic Infrastructure Fund (CSIF)
2. Name of Lead Department(s): Infrastructure Canada
3. Lead Department Program Activity: Infrastructure Investments
In 2008 Program Activity was changed to: Targeted Project-Based Infrastructure Funding
4. Start Date of the Horizontal Initiative: 2003-2004
5. End Date of the Horizontal Initiative: 2012-2013
6. Total Federal Funding Allocation (start to end date): $4.8 Billion
7. Description of the Horizontal Initiative (including funding agreement):
The Canada Strategic Infrastructure Fund, which received funding in the 2001 and 2003 federal budgets, is a cost-shared contribution program for strategic infrastructure projects. To date, the fund provided federal support to 71 projects.
Investments are directed to projects of major national and regional significance, and are to be made in areas that are vital to sustaining economic growth and supporting an enhanced quality of life for Canadians. The fund is delivered through negotiated agreements with provincial, territorial or local governments, private partners or non-governmental organizations. Contribution agreements are tailored based on the project requirements.
The Canada Strategic Infrastructure Act outlines the prime categories of investments in projects that involve fixed capital assets that are used or operated for the benefit of the public. The categories eligible under the Canada Strategic Infrastructure Fund are:
More information on the Canada Strategic Infrastructure Fund can be found at: http://www.infc.gc.ca/ip-pi/csif-fcis/csif-fcis-eng.html.
8. Shared Outcome(s):
The overall planned results Infrastructure Canada expects to achieve through the Canada Strategic Infrastructure Fund are to invest in projects which:
9. Governance Structure(s):
Canada Strategic Infrastructure Fund projects are selected under the authority of the Minister of Transport, Infrastructure and Communities. Prior to selecting projects, the Minister consults other Ministers who have an interest in the region or in the substantive project area. After the project’s selection, Treasury Board approval is sought for each contribution. At the same time, incremental operating funds required for project oversight and management by the implementing departments/agencies are identified and sought in the Treasury Board submission.
CSIF is delivered in partnerships, involving primarily three sets of key collaborators:
($ millions)
10. Federal Partners |
11. Federal Partner Program Activity (PA) |
12. Names of Programs for Federal Partners |
13. Total Allocation (from Start to End Date) |
14. Planned Spending for 2008-2009 |
15. Actual Spending for 2008-2009 |
16. Expected Results for |
17. Results Achieved in 2008-2009 |
---|---|---|---|---|---|---|---|
1. Atlantic Canada Opportunities Agency (ACOA) |
PA 1 |
a. |
$152.8 Million |
$68.5 Million |
$3.9 Million |
The Halifax Harbour Project will result in the construction of sewer treatment plants at Darthmouth and Herring Cove which will provide advanced primary treatment of wastewater with ultraviolet disinfection. The treated effluent will meet or exceed effluent quality requirements identified by the Nova Scotia Department of Environment and Labour. In addition to the aesthetics improvements, the enhanced primary treatment and the associated UV disinfection of wastewater will greatly reduce the introduction of sewage-related human pathogens into the harbour. The health risks to swimmers and boaters will be greatly reduced and there could be additional opportunities for safe recreational activities. The harbour’s water quality and the benthic habitat will be improved leading to an overall positive impact on the fisheries. Wastewater treatment will remove 75 percent of the sewage-related particles. |
An amendment to extend the Halifax Harbour Project’s contribution agreement end date to March 31, 2011, has been approved in 2009. During 2008-2009, Infrastructure Canada, with its partner ACOA completed three projects which represented a total federal contribution of over $15.5 Million. The completion of these projects contributed towards meeting various strategic outcomes by ensuring that drinking water is safe, clean and reliable at drinking water facilities and ensuring sustainable treatment of wastewater and expanding broadband networks in Canada. Completed projects were: Summerside Wastewater Treatment Upgrade and Potable Water Standpipe in PEI, Broadband Access to Rural and Remote Schools and Communities in NFL, and Charlottetown Wastewater Treatment Plant and System Upgrade in PEI. Significant advancements on three other projects were also achieved during 2008-2009 on the following projects: St. John’s Harbour Clean-Up Project in NFL, Stratford Water and Wastewater System Expansion in PEI and Halifax Harbour Solutions in Nova Scotia. |
b. |
$ |
$ |
$ |
||||
PA 2 |
c. |
$ |
$ |
$ |
|||
d. |
$ |
$ |
$ |
||||
2. Canada Economic Development for Quebec Regions (CEDQR) |
PA 1 |
a. |
$144.5 Million |
$59.3 Million |
$7.2 Million |
The Rivière Saint Charles Wastewater Project in Quebec City will aid in the protection of the river environment by minimizing the quantity of contaminated wastewater that overflows into it and re-establishing the riverbanks natural habitat, making them more suitable for recreational purposes. Nearby residents and tourists will be drawn to the waterway for recreational purposes, while the project also creates natural habitats for both land-based and aquatic flora and fauna, further expanding the potential for tourism. |
The re-naturalization of both riverbanks, as well as all reservoirs and associated landscaping of the Rivière Saint Charles Wastewater Project are completed. Only the implementation of certain internal mechanical components is remaining, e.g., pumps and valves, etc. During 2008-2009, Infrastructure Canada, with its partner CEDQR, worked closely on the Atwater/Des Ballets Water Project in Montréal. A contribution agreement for this project was signed on August 2008, which represents a total federal contribution of $58.5 Million. This project consists of repairs and the modernizing of three facilities to ensure the reliability and safety of the drinking water supply. |
b. |
$ |
$ |
$ |
||||
PA 2 |
c. |
$ |
$ |
$ |
|||
d. |
$ |
$ |
$ |
||||
3. Western Economic Diversification (WED) |
PA 1 |
a. |
$655.5 Million |
$189.2 Million |
$80.5 Million |
During 2008-2009, Infrastructure Canada with its partner, the Western Economic Diversification (WED), worked closely on the Saskatchewan Regional Rural Water Supply System (bundled project). Three out of four contribution agreements were signed during the fiscal year with the La Ronge, Water West and Sask Landing components. Once the fourth agreement is signed, this project will represent a total federal contribution of $27.3 Million. This project will contribute towards ensuring that water at drinking water facilities is safe, clean and reliable. Significant advancements on four other projects were also achieved during 2008-2009, such as: The Manitoba Floodway, Winnipeg Wastewater Treatment Plant, Saskatoon Downtown South, Vancouver Convention and Exhibition Centre. |
|
b. |
$ |
$ |
$ |
||||
PA 2 |
c. |
$ |
$ |
$ |
|||
d. |
$ |
$ |
$ |
||||
4. Industry Canada |
PA 1 |
a. |
$398.0 Million |
$20.5 Million |
$25.3 Million |
The Toronto Soccer Stadium is scheduled for completion in the upcoming year. The seating capacity will be 20,000 and the stadium is expected to increase tourism, as well as the capacity to host soccer events of a world caliber. |
The Toronto Soccer Stadium Project is expected to be completed in 2010. In 2008-2009, Infrastructure Canada and its partner, Industry Canada, signed the following three new contribution agreements for this project: The Niagara Convention and Civic Center’s signed in July 2008, the Ontario Wastewater Bundle-Brockville’s in December 2008, and the Ontario Wastewater Bundle-Sarnia’s in September 2008. These three projects represent a total federal contribution of $75.5 million. During 2008-2009 the National Soccer Stadium in Toronto was completed. This project represents a total federal contribution of $27 Million. The completion of this project contributes and promotes Canada as a leading destination for tourists. Significant advancements on the following three other projects were also achieved during 2008-2009: The Evergreen Brickworks, the Thunder Bay Wastewater Treatment Improvements and the Kingston Ravensview) Water Pollution Control Plant Upgrade. |
b. |
$ |
$ |
$ |
||||
PA 2 |
c. |
$ |
$ |
$ |
|||
d. |
$ |
$ |
$ |
||||
5. Indian and Northern Affairs Canada (INAC) |
PA 1 |
a. |
$41.0 Million |
$24.3 Million |
$12.2 Million |
The Nunavut Social Housing Project constructed 182 new housing units with all 25 communities in Nunavut having at least one housing unit built. The project resulted in an increase in the supply of social housing and therefore shortened waiting lists, reduced over-crowding and improved housing quality. The project also resulted in opportunities for job creation and training in the area of residential construction as well as general improvements to quality of life for the residents such as disease prevention, and improved education and social outcomes. |
This project is now completed. Infrastructure Canada worked closely with INAC in 2008-2009 especially on the Yukon Community Waterfronts. This $11 Million project will provide the critical infrastructure foundation, which is required for the Yukon’s to compete in the global tourism industry. |
b. |
$ |
$ |
$ |
||||
PA 2 |
c. |
$ |
$ |
$ |
|||
d. |
$ |
$ |
$ |
||||
6. Transport Canada |
Transportation Policy Development and Infrastructure Programs |
Canada Strategic Infrastructure Fund |
$3,340.5 Million |
$578.9 Million |
$343.0 Million |
In 2008-2009, the department will continue to manage and ensure the compliance of transportation infrastructure projects being constructed by our partners under the current funding programs. Transport Canada will continue to work with other federal departments and our provincial, territorial, municipal and private sector partners to develop and deliver these programs effectively and efficiently in order to meet federal objectives of cost-efficiency and ensure an acceptable level of return in the economic, social and environmental benefits in relation to the investment that is required (benefit-cost analysis). Examples include: -Studies and other preliminary work (phase 1) on Highway 30, to explore the potential for a public‑private partnership to complete this section of highway, spanning 42 kilometers southwest of Montreal, in Quebec ($10.5 Million federal; -Improvements to GO Transit's rail network in the extended Greater Toronto Area ($385 million federal); -Expansion and rehabilitation of Toronto’s transit system ($350 Million federal) in Ontario; -Completion of the twinning of Trans-Canada Highway 1 between Regina and Winnipeg (over $50 Million federal between Saskatchewan and Manitoba); -Twinning of Highway 63 to Fort McMurray in Alberta ($150 Million federal); -Construction of the Canada Line light rail transit system, linking central Richmond, Vancouver International Airport and downtown Vancouver in British Columbia ($450 Million federal); and -National corridors for Canada in the Northwest Territories ($65 Million federal). Transport Canada will work with stakeholders towards the signing of contribution agreements for transportation projects such as: -FLOW - public transit and highway infrastructure projects in the Greater Toronto Area ($962 Million federal); -Highway rehabilitation projects on Route 1 of the Trans‑Canada Highway in Newfoundland ($24 Million federal); -Construction of a four-lane divided highway (Route 175) between Quebec City and Saguenay ($262.5 Million federal); -Rehabilitation of the Dorval Interchange ($55 Million federal); and -The re-building of Highway 185 ($85 Million federal). |
During the course of the year, Transport Canada with its partners, completed seven projects from provinces across Canada with federal funding from the Canadian Strategic Infrastructure Fund. Federal contribution for completed projects represented over $130 Million. The completion of these projects contributed towards increasing safety and efficiency, reducing traffic congestion, increasing access to major trade routes and ensuring the efficient movement of commercial traffic. Completed projects include:
Transport Canada with its stakeholders signed the following contribution agreement: $697 million for northerly extension of the Spadina Subway into York Region (FLOW). Other completed projects in 2008-2009:
|
b. |
$ |
$ |
$ |
||||
PA 2 |
c. |
$ |
$ |
$ |
|||
d. |
$ |
$ |
$ |
||||
Total: |
$4,732.3 Million |
$940.7 Million |
$472.2 Million |
18. Comments on Variances:
19. Results to be achieved by non-federal partners (if applicable): n/a
20. Contact information:
Jocelyne St Jean
Director General of Intergovernmental Operations
Tel: (613) 948-8003
E-Mail: jocelyne.stjean@infc.gc.ca
1. Name of Horizontal Initiative: Border Infrastructure Fund (BIF)
2. Name of Lead Department(s): Infrastructure Canada
3. Lead Department Program Activity: Infrastructure Investments
In 2008 Program Activity was changed to: Targeted Project-Based Infrastructure Funding
4. Start Date of the Horizontal Initiative: 2003-2004
5. End Date of the Horizontal Initiative: 2013-2014
6. Total Federal Funding Allocation (start to end date): $600 Million
7. Description of the Horizontal Initiative (including funding agreement):
The Border Infrastructure Fund (BIF), which was announced in Budget 2001, is a $600 Million cost-shared contribution program. It complements some of the Government of Canada’s other infrastructure programs, such as the Canada Strategic Infrastructure Fund (CSIF), and the Strategic Highway Infrastructure Program (SHIP), a Transport Canada program (see http://www.tc.gc.ca/SHIP/faw.htm for more information).
As part of Canada’s commitment to address land border pressures such as traffic congestion and to continue to facilitate the large volume of trade across the Canada-United States border, the Border Infrastructure Fund contributions are directed at, or on routes leading to Canada’s border crossings, with a particular focus on the six largest crossings:
The Border Infrastructure Fund also directs some funding towards smaller and regionally important border crossings throughout Canada. Once completed, projects supported under the fund will help to alleviate traffic congestion, increase systems capacity and further the Smart Border Declaration, a Canada-US Declaration. For more information, please see http://www.dfait-maeci.gc.ca/anati-terrorism/declaration-en.asp.
More information on the Border Infrastructure Fund can be found at: http://www.infc.gc.ca/ip-pi/bif-fsif/bif-fsif-eng.html.
8. Shared Outcome(s):
The overall planned results that INFC expects to achieve through the BIF are to invest in projects that contribute to safe and efficient border crossings. Expected outcomes are to alleviate border congestion and increase border crossing capacity, increase security and safety at border crossings, leading to cross border trade efficiencies.
9. Governance Structure(s):
All Border Infrastructure Fund projects are selected under the authority of the Minister Transport, Infrastructure and Communities Portfolio. Prior to selecting projects, the Minister consults with other Ministers who have an interest in the region or in the substantive project area. After project selection, public announcements are made by the Minister Transport, Infrastructure and Communities. Treasury Board approval is sought for each contribution. At the same time, incremental operating funds required for project oversight and management by Transport Canada are identified and sought in the Treasury Board submission.
The Border Infrastructure Fund is delivered in partnerships, involving primarily three sets of key collaborators:
($ millions)
10. Federal Partners |
11. Federal Partner Program Activity (PA) |
12. Names of Programs for Federal Partners |
13. Total Allocation (from Start to End Date) |
14. Planned Spending for 2008-2009 |
15. Actual Spending for |
16. Expected Results for 2008-2009 |
17. Results Achieved in 2008-2009 |
---|---|---|---|---|---|---|---|
1. Transport Canada |
Transportation Policy Development and Infrastructure Program |
a. Border Infrastructure Fund |
$542 Million |
$122.6 Million |
$81.1 Million |
In 2008-2009, the department will continue to manage and ensure the compliance of transportation infrastructure projects being constructed by our partners under the current funding programs. Transport Canada will continue to work with other federal departments and our provincial, territorial, municipal and private sector partners to develop and deliver these programs effectively and efficiently in order to meet federal objectives of cost-efficiency and ensure an acceptable level of return in the economic, social and environmental benefits in relation to the investment that is required (benefit-cost analysis). Examples include the construction of a new international bridge and truck route (Route 1) between New Brunswick and Maine ($30 Million federal. Transport Canada will work with stakeholders towards the signing of contribution agreements for transportation projects such as Let's Get Windsor Essex Moving Strategy, ($150 Million federal). |
In partnership with Infrastructure Canada, Transport Canada completed projects of over $125 Million dollars of federal contributions under the Border Infrastructure Fund to help improve the safety and efficiency of the transportation network leading to our international borders. During the course of the fiscal year, these eight projects from provinces across Canada were completed:
|
b. |
$ |
$ |
$ |
||||
PA2 |
c. |
$ |
$ |
$ |
|||
d. |
$ |
$ |
$ |
||||
|
PA1 |
a. |
$ |
$ |
$ |
||
b. |
$ |
$ |
$ |
||||
PA2 |
c. |
$ |
$ |
$ |
|||
d. |
$ |
$ |
$ |
||||
Total: |
$542 Million |
$122.6 Million |
$81.1 Million |
18. Comments on Variances:
19. Results to be achieved by non-federal partners (if applicable): n/a
20. Contact information:
Jocelyne St Jean
Director General of Intergovernmental Operations
Tel: (613) 948-8003
E-Mail: jocelyne.stjean@infc.gc.ca
1. Name of Horizontal Initiative: Municipal Rural Infrastructure Fund (MRIF)
2. Name of Lead Department(s): Infrastructure Canada
3. Lead Department Program Activity: Infrastructure Investments
In 2008 Program Activity was changed to: Targeted Project-Based Infrastructure Funding
4. Start Date of the Horizontal Initiative: 2004-2005
5. End Date of the Horizontal Initiative: 2010-2011
6. Total Funding Allocation (Start to End Date): $1.2 Billion
7. Description of the Horizontal Initiative (Including Funding Agreement):
The $1.2 billion fund has been structured to provide a balanced response to local infrastructure needs in urban and rural Canada, and will ensure that all Canadians share in the benefits of infrastructure investments, whether they live in large, small or remote communities.
The Municipal Rural Infrastructure Fund (MRIF) improves and increases the stock of core public infrastructure in areas such as water, wastewater, cultural, recreation and those very things that make our communities vibrant and productive places to live and work and raise families. The Municipal Rural Infrastructure Fund targets communities of less than 250,000 residents. Like other infrastructure programs, the MRIF seeks to ensure that the projects it funds support the goals of the federal government, encourages new and innovative approaches and favours partnerships, including an emphasis on “green” projects which are sustainable and reduce greenhouse gases.
Through the MRIF, the Government of Canada continues to work in productive partnerships with provinces, territories, municipalities, as well as the private sector, to invest in local infrastructure projects. These projects will be vital to sustaining economic growth and supporting and enhancing the quality of life in Canadian communities.
The MRIF is cost-shared, with the Government of Canada contributing on average, one-third of total project eligible costs. Provinces and municipalities contribute the remainder. In recognition of the unique circumstances of the First Nations and the Territories, where many communities have no tax base, the Government of Canada may contribute more than one-third.
Additional information on the Municipal Rural Infrastructure Fund can be found at: http://www.infc.gc.ca/ip-pi/mrif-fimr/mrif-fimr-eng.html.
8. Shared Outcomes(s):
9. Governance Structure(s):
The Municipal Rural Infrastructure Fund is based on a federal partnership arrangement between Infrastructure Canada and five federal departments: The Western Economic Diversification, Industry Canada (for Ontario projects), the Canada Economic Development Agency (for Quebec), the Atlantic Canada Opportunities Agency and Indian and Northern Affairs Canada (INAC). The MRIF involves 13 sub-programs, one joint sub-program for each province and territory. Each of the 13 MRIF sub-programs follows the same general conditions, priorities and approaches, but recognizing the individual nature of each sub-program, the agreements encompass the nuances pertaining to the partnering order of government.
To stimulate expected outcomes, MRIF eligible projects must conform to a policy leveraging framework, based on a common baseline but adapted for each jurisdiction. To ensure broad support and effective, innovative project delivery and partnerships of various types, including public-private partnerships are encouraged in the formulation and delivery of MRIF projects. The program relies on strong input from local and rural municipalities, including the support of the locally elected councils. In addition, municipal representatives are involved in the processes and management of the program in the respective province or territory.
($ millions)
10. Federal Partners |
11. Federal Partner Program Activity (PA) |
12. Names of Programs for Federal Partners |
13. Total Allocation (from Start to End Date) |
14. Planned Spending for |
15. Actual Spending for |
16. Expected Results for |
17. Results Achieved in |
|
---|---|---|---|---|---|---|---|---|
1. Atlantic Canada Opportunities Agency (ACOA) |
PA 1 |
a. |
$143.4 Million |
$51.1 Million |
$32.4 Million |
The City of Bathurst’s New Brunswick’s Water and Wastewater System Expansion is scheduled to complete, which will connect approximately 450 new households to municipal water service. |
The City of Bathurst’s New Brunswick’s Water and Wastewater System Expansion Project is now completed. During 2008-2009, two new projects were approved in New Brunswick totalling nearly $1 Million in total federal contributions. These bring the total number of MRIF projects to 59 since the program’s inception, for a total federal contribution of $38.8M. |
|
b. |
$ |
$ |
$ |
Nova Scotia’s Cape Breton Regional Municipality is scheduled to complete its Dominion Sanitary Sewer and Treatment which will treat approximately 1,100 households to a higher quality of water and increase the capacity to treat wastewater by approximately 1,360,000 M3 per annum. |
Significant advancements on this project were achieved during 2008-2009. There are currently 83 projects ongoing in the province of Nova Scotia, totalling a federal contribution of $43.5M. |
|||
PA 2 |
c. |
$ |
$ |
$ |
The Mealy Mountain Auditorium should be completed in Newfoundland and Labrador during the 2008-2009 year. This cultural facility should attract approximately 5,000 visitors per annum. |
Significant advancements on this project were achieved during 2008-2009. In 2008-2009, 18 new projects were approved representing a federal contribution of $4.2M. Since the first year of MRIF, 88 projects were approved, totalling $19.3M in federal contribution. From this total, 15 projects have been completed. |
||
d. |
$ |
$ |
$ |
The Montague Wellness Centre in Prince Edward Island should attract approximately 15,000 visitors per annum. As well, this recreational facility will be used by approximately 25,000 people per annum. |
Significant advancements on this project were achieved during 2008-2009. During the course of 2008-2009, 11 new projects were approved in Prince Edward Island, totalling $6.2 Million in federal contribution. Since the beginning, 97 projects were approved under the MRIF program for a total federal contribution of $21.2M. |
|||
2. Canada Economic Development for Quebec Regions (CEDQR) |
PA 1 |
a. |
$241.8 Million |
$79.5 Million |
$32.0 Million |
An industrial park will be completed in the City of New Richmond. It is expected that approximately seven new businesses will be established in the new park, and the potential for investment of these businesses should be approximately $9 Million. Two hundred permanent jobs will be created as a direct result of this project. |
Significant advancements on this project were achieved during 2008-2009. |
|
b. |
$ |
$ |
$ |
The Maison des jeunes Kekpart will support users by offering workshops and practical training in the arts and multimedia. Once the project has been completed, the building will benefit at least 6,000 young people. |
Significant advancements on this project were achieved during 2008-2009. |
|||
PA 2 |
c. |
$ |
$ |
$ |
The Patro de Lévis Community Centre will be able to better respond to the increasing demand for activities and services for the growing population of Lévis. |
This project is now completed. |
||
d. |
$ |
$ |
$ |
The repairs to Royal Avenue between the bridge at the Montmorency River and la Côte de l’Église are replacing 1,000 meters of sewer underneath Royal Avenue and will result in 4,500 people having access to a higher standard of drinking water. |
This project is now completed. |
|||
3. Western Economic Diversification (WED) |
PA 1 |
a. |
$286.3 Million |
$45.1 Million |
$53.3 Million |
The Drayton Valley Wastewater Treatment Facility Upgrade will connect approximately 300 new households to municipal wastewater treatment systems and increase the number of industries, commercial establishments and institutions connected to these systems. It will meet the future capacity for the Town of Drayton Valley and surrounding rural areas of Brazeau County with higher effluent quality release to the environment. |
Significant advancements on this project were achieved during 2008-2009. Since the beginning of the MRIF program, Alberta had 85 projects approved for a total federal contribution of $106M. From these results, one project was approved during 2008-2009, with a federal contribution of $1.1M. |
|
b. |
$ |
$ |
$ |
Manitoba’s Grand Rapids Sewer and Water Project will connect 140 new households to municipal water service and improve the quality of water to 30 more. The facility should reduce the number of health related water incidents by approximately 20 incidents per annum. |
Since the inception of the MRIF program, Manitoba had 85 projects approved for a total federal contribution of $46.6M. From these results, one project was approved in 2008-2009, with a federal contribution of $3.3M. |
|||
PA 2 |
c. |
$ |
$ |
$ |
The Water System Improvements for the City of Yorkton in Saskatchewan will improve the quality of potable water to 6,800 new households. |
This project is now completed. In 2008-2009, three new projects were approved in Saskatchewan under the MRIF program. These three projects represent a federal contribution totalling $604,000. Since the inception of the MRIF program, 300 projects were approved in this province, for a total federal contribution totalling $44.2M. |
||
d. |
$ |
$ |
$ |
The Chilliwack-Evans Road Connector in British Columbia will decrease traffic accidents by approximately 20 per annum. It will also reduce congestion, estimated at saving 1.1 Million vehicle-hours per year, and save approximately 6,553 tons of carbon dioxide equivalent emissions per year. |
Significant advancements on this project were achieved during 2008-2009. Since the inception of the MRIF program, 103 projects were approved in British Columbia for a total federal contribution of $73.2M. |
|||
4. Industry Canada |
PA 1 |
a. |
$373.3 Million |
$74.0 Million |
$86.6 Million |
In Ontario, the North Bay Water Filtration Plant will improve the quality of potable water to 22,500 houses while improving the quality of 230,000 meters of pipe within the wastewater distribution system. The upgrading of the Renfrew Wastewater Treatment Plant will connect 395 new houses to municipal wastewater collection and treatment systems while improving quality to 3,460 more. |
Significant advancements on this project were achieved during 2008-2009. |
|
b. |
$ |
$ |
$ |
The upgrading of the Renfrew Wastewater Treatment Plant will connect 395 new houses to municipal wastewater collection and treatment systems while improving quality to 3,460 more. |
Significant advancements were achieved on this project during 2008-2009. During the course of 2008-2009, 23 new projects were approved in Ontario totalling $31.8 million in federal contributions. Since the beginning, 739 projects were approved under the MRIF program, for a total federal contribution totalling $354.7M. |
|||
PA 2 |
c. |
$ |
$ |
$ |
||||
d. |
$ |
$ |
$ |
|||||
5. Indian and Northern Affairs Canada (INAC) |
PA1 |
a. |
$59.1 Million |
$30.2 Million |
$16.0 Million |
The Wood Box Utilidor Replacement Program in Inuvik, Northwest Territories, will improve service reliability of wastewater treatment facilities and collection systems. It will also reduce Operations and Management costs and minimize service interruptions. |
Significant advancements were achieved on this project during 2008-2009. |
|
b. |
$ |
$ |
$ |
The Pond Inlet Community Centre will provide residents with a new location for meetings and social interactions as well as increasing programming of activities, both educational and recreational for youth and children of the community. |
This project is now completed. |
|||
PA2 |
c. |
$ |
$ |
$ |
||||
d. |
$ |
$ |
$ |
|||||
Total |
$1,103.9 Million |
$279.9 Million |
$220.3 Million |
18. Comments on Variances:
19. Results to be achieved by non-federal partners (if applicable): n/a.
20. Contact Information:
Jocelyne St Jean
Director General of Intergovernmental Operations
Tel: (613) 948-8003
E-Mail: jocelyne.stjean@infc.gc.ca
1. Name of Horizontal Initiative: Infrastructure Canada Program (ICP)
2. Name of Lead Department: Infrastructure Canada
3. Lead Department Program Activity: Infrastructure Investments
In 2008 Program Activity was changed to: Targeted Project-Based Infrastructure Funding
4. Start Date of the Horizontal Initiative: 2000-2001
5. End Date of the Horizontal Initiative: 2010-2011
6. Total Federal Funding Allocation (start to end date): $2.05 Billion
7. Description of the Horizontal Initiative (including funding agreement):
The Infrastructure Canada Program (ICP) is a contribution program introduced in 2000 for local municipal infrastructure projects. The Government of Canada matches the provincial/territorial governments’ contribution, providing up to one-third of the cost of each municipal infrastructure project. The ICP is a $2.05 billion program in effect over seven fiscal years. The ICP is well underway and projects are ongoing across the country. Most of the funding has either been committed for approved projects, or notionally allocated to those that are under review.
As of March 31, 2009, virtually all ICP funding was committed, and 3,871 projects across Canada had been approved, totalling nearly $2 billion in federal contributions. The ICP, with the exception of the First Nations component, was extended to March 31, 2011 to allow all projects to be completed, though no additional funding will be provided.
The ICP’s first priority for funding is green municipal projects, i.e., projects with environmental benefits that enhance the quality of the environment or health benefits that enhance the quality of human life. Other priorities include affordable housing, culture, tourism and recreation, rural and remote telecommunication, high-speed access for local public institutions and local transportation. Recognizing that individual communities know their needs best, the program operates in a "bottom-up" fashion, with the flexibility for municipalities and First Nations to identify their own infrastructure priorities. It also includes provisions to ensure an equitable balance of funding between urban and rural communities.
Further information may be obtained from the following web sites:
8. Shared Outcome(s):
The overall planned results are that urban and rural municipal infrastructure in Canada is enhanced and Canadians’ quality of life is improved through investments that protect the environment and support long-term community and economic growth.
9. Governance Structure(s):
The key roles and responsibilities of partners are as follows:
($ millions)
10. Federal Partners |
11. Federal Partner Program Activity (PA) |
12. Names of Programs for Federal Partners |
13. Total Allocation (from Start to End Date) |
14. Planned Spending for 2008-2009 |
15. Actual Spending for 2008-2009 |
16. Expected Results for |
17. Results Achieved in 2008-2009 |
---|---|---|---|---|---|---|---|
1. Atlantic Canada Opportunities Agency (ACOA) |
PA 1 |
a. |
$188.2 Million |
$1.6 Million |
$0.7 Million |
In Nova Scotia, the Municipality of the County of Victoria –Baddeck should complete the upgrades to its wastewater treatment system which will treat 287 houses to a higher quality of wastewater while connecting 80 more to wastewater treatment systems; in addition, this upgrade will protect the Bras d’Or Lakes. |
This project has been completed. |
b. |
$ |
$ |
$ |
The Village of Dorchester in New Brunswick should complete the upgrades to its water system which will allow it to provide potable water to the residences there. |
This project has been completed. |
||
PA 2 |
c. |
$ |
$ |
$ |
The Glenwood-Appleton Sewage Treatment Plant in Newfoundland and Labrador should be completed in the 2008-09 year and will increase the quality of potable water to 540 houses. |
Significant advancements were achieved on this project during 2008-2009. Since the inception of the ICP fund, ACOA has managed over 690 projects in the Atlantic provinces, for a total federal contribution of $180.9 Million. |
|
d. |
$ |
$ |
$ |
||||
2. Canada Economic Development for Quebec Regions (CEDQR) |
PA 1 |
a. |
$524.7 Million |
$60.0 Million |
$50.0 Million |
Since the beginning of the program, the Canada Economic Development for Quebec Regions administrated more than 890 projects, which represents a total federal contribution of $503.3 Million. |
|
b. |
$ |
$ |
$ |
||||
PA 2 |
c. |
$ |
$ |
$ |
|||
d. |
$ |
$ |
$ |
||||
3. Western Economic Diversification (WED) |
PA 1 |
a. |
$567.8 Million |
$12.7 Million |
$13.0 Million |
The Western Economic Diversification managed over 1,600 projects funded under the Infrastructure Canada Program (ICP) since the inception of the program. These projects represent a total federal contribution of more than $540 Million. |
|
b. |
$ |
$ |
$ |
||||
PA 2 |
c. |
$ |
$ |
$ |
|||
d. |
$ |
$ |
$ |
||||
4. Industry Canada |
PA 1 |
a. |
$693.4 Million |
$24.2 Million |
$11.8 Million |
The expansion to the Art Gallery of Ontario should be completed in the 2008-09 year. This expansion will directly create 139 permanent jobs and indirectly create 106 more. It is expected that 348,000 more tourists will visit the Gallery as a result of this project. Furthermore an increase of $72,000,000 in investment or economic activity has been generated from the private sector as a result of this project. |
This project has been completed. Since the beginning of the Infrastructure Canada Program, Industry Canada managed over 530 projects for a total federal contribution of nearly $671 Million. |
b. |
$ |
$ |
$ |
||||
PA 2 |
c. |
$ |
$ |
$ |
|||
d. |
$ |
$ |
$ |
||||
5. Indian and Northern Affairs Canada (INAC) |
PA 1 |
a. |
$40.0 Million |
$ |
$ |
Indian and Northern Affairs Canada (INAC) managed over 100 projects under the Infrastructure Canada Program fund. These projects represented a total federal contribution of more than $38 Million. |
|
b. |
$ |
$ |
$ |
||||
PA 2 |
c. |
$ |
$ |
$ |
|||
d. |
$ |
$ |
$ |
||||
Total : |
$2,014.1 Million |
$98.5 Million |
$75.5 Million |
18. Comments on Variances:
19. Results to be achieved by non-federal partners (if applicable): n/a
20. Contact information:
Jocelyne St Jean
Director General of Intergovernmental Operations
Tel: (613) 948-8003
E-Mail: jocelyne.stjean@infc.gc.ca
1. Name of Horizontal Initiative: Building Canada Fund (BCF)
2. Name of Lead Department(s): Infrastructure Canada
3. Lead Department Program Activity: Infrastructure Investments
In 2008 Program Activity was changed to: Targeted Project-Based Infrastructure Funding
4. Start Date of the Horizontal Initiative: 2007-2008
5. End Date of the Horizontal Initiative: 2016-2017
6. Total Federal Funding Allocation (start to end date): $8.8 Billion
7. Description of the Horizontal Initiative (including funding agreement):
The Building Canada Fund focuses on projects that deliver economic, environmental and social benefits to all Canadians.
The national priorities for funding are core national highway system routes, drinking water, wastewater, public transit and green energy. Other eligible categories include projects that support economic growth and development (short-line rail and short-sea shipping, connectivity and broadband, tourism and regional and local airports), environmental projects (solid waste management), as well as projects that contribute to the ongoing development of safe and strong communities (disaster mitigation, culture, sport, recreation, local roads and bridges, and brownfield re-development). Funding is used to support public infrastructure owned by provincial, territorial and municipal governments and entities, as well as the non-profit sector and private industry, in certain cases.
Funding is allocated for projects in the various provinces and territories based on their population (as of the 2006 Census). In the provinces, the program operates through two components: The Major Infrastructure Component and the Communities Component. In the territories, in recognition of their very low per capita allocations, the Building Canada funding has been rolled into the Provincial-Territorial Base Funding Program and is managed under the terms of this latter program in each territory.
The Major Infrastructure Component (MIC) targets larger, strategic projects of national and regional significance. Under this component, two-thirds of national funding is directed to the above-mentioned national priorities. Projects under the Major Infrastructure Component are selected jointly through a federal-provincial negotiation process, and all projects are required to meet criteria that outline basic eligibility, financial and legal requirements, expected project benefits, risk mitigation and minimum federal requirements..
More information on the Building Canada Fund can be found at: http://www.buildingcanada-chantierscanada.gc.ca/funprog-progfin/target-viser/bcf-fcc/bcf-fcc-eng.html.
8. Shared Outcome(s):
When the program was launced, the overall expected outcomes were to deliver results that matter to Canadians, such as cleaner air and water, safer roads, shorter commutes and prosperous, liveable communities while supporting the Canada’s priorities of a stronger economy, cleaner environment and better communities. Howerver, in recognition of the current economic crisis, the Government of Canada committed as part of the 2009 Economic Stimulus Plan to use new investment in infrastructure to inject immediate stimulus into the economy while promoting long-term growth. In March 2009, the program’s terms and conditions were amended to reflect this new objective, which required a different approach to BCF.
9. Governance Structure(s):
1. Major Infrastructure Component of the Building Canada Fund:
All Major Infrastructure Component (MIC) projects are selected under the authority of the Minister of Transport, Infrastructure and Communities Portfolio. Priorities are identified through discussions with provinces. Prior to selecting projects, the Minister consults other Ministers who have an interest in the region or in the substantive project area. Following federal project review, Treasury Board approval is required for contributions to any projects above the delegated threshold (e.g. $100 Million federal contribution) and certain other types of projects. At the same time, incremental operating funds required for project oversight and management by the implementing departments/agencies are identified and sought in the Treasury Board submission.
The Major Infrastructure Component is delivered in partnership involving primarily three sets of key collaborators:
2. Communities Component of the Building Canada Fund
The Communities Component is governed by separate federal-provincial contribution agreements, each of which is managed by an Oversight Committee established by the Infrastructure Framework Committee that includes both federal and provincial senior officials. To support the operation of the Communities Component and Oversight Committees, each jurisdiction with the exception of Quebec, has a federal-provincial Joint Secretariat staffed by Federal Delivery Partners and provincial officials.
All project applications under the Communities Component are subject to a competitive, application-based process. Except in Quebec, this process is administered by the Joint Secretariat, but a material role for the respective provincial municipal association (for those provinces that have municipal associations) may also have been established as part of the application review process. Allowing some implementation flexibility to the Joint Secretariats and Oversight Committees, all competitive processes issue calls for applications (either one open window for applications or multiple shorter windows with set closing dates). Some provinces may limit the number of applications per community within and/or across all intakes.
Joint Secretariats provide the first level of due diligence, including engineering, environmental and legal review of the applications and prepare briefing materials for the Oversight Committees. The Oversight Committees reviews and ranks the application against the mandatory and additional leveraging criteria established in the project review criteria of the Building Canada Fund. The Oversight Committee also presents the recommended list of projects to the federal Minister or the Minister of the Federal Delivery Partner for consideration, in accordance with the delegations of authority. After consulting with other Ministers who have a mandate in the substantive project area, the Minister or the Federal Delivery Partner provides feedback on the list of projects to the Oversight Committee, who then performs a final review of the list and makes a recommendation to the appropriate Minister, in accordance with the delegations of authority. Federal funding for projects is announced once final approval has been granted in writing.
The Framework Agreements stipulates that individual federal-provincial contribution agreements govern the Communities Component in each province and that these agreements are managed by an Oversight Committee established under the Infrastructure Framework Committee. Each Oversight Committee includes both federal and provincial senior officials and may also include representatives from provincial municipal associations where applicable. The federal co-chair of the Oversight Committee is a senior official from Infrastructure Canada and is appointed by the Minister responsible for the Transport, Infrastructure and Communities Portfolio.
($ millions)
10. Federal Partners |
11. Federal Partner Program Activity (PA) |
12. Names of Programs for Federal Partners |
13. Total Allocation (from Start to End Date) |
14. Planned Spending for |
15. Actual Spending for 2008-2009 |
16. Expected Results for |
17. Results Achieved in 2008-2009 |
---|---|---|---|---|---|---|---|
1. Atlantic Canada Opportunities Agency (ACOA) |
PA 1 |
a. BCF and MIC |
$12.4 Million |
$ |
$0.1 Million |
Nova Scotia – Mainland Commons in Halifax. The design and construction of a 176,000 square-foot multi-purpose athletic facility and space for the Canadian Sports Centre Atlantic, to provide services to the community and to host the 2011 Canada Winter Games. |
This project was announced on August 6, 2008, a contribution agreement was signed on September 4, 2008, and the project began in December 2008. |
b. CSIF |
$26.6 Million |
$ |
$0.2 Million |
New Brunswick-St. John’s Harbour Clean-Up Project. The project consists of the construction of a new Wastewater Treatment Facility and the installation of a number of pumping stations and sewer collectors in the City of Saint John, New Brunswick. The project will eliminate the outfall of raw sewage from a number of locations into the Saint John’s harbour. |
A contribution agreement was signed on September 4, 2008. |
||
PA 2 |
c. BCF and CC |
$148.3 Million |
$ |
$0.8 Million |
New Brunswick, Nova Scotia, Prince Edward Island and Newfound and Labrador. |
Newfoundland and Labrador: A Communities Component agreement was signed on May 20, 2008, allocating $37M in federal contribution towards the Communities Component (CC) projects. Nova Scotia: 33 Communities Component (CC) projects were approved in 2008-2009, for a total federal contribution of $17.5M. Prince Edward Island: A Communities Agreement was signed on June 24, 2008, allocating $22M in federal contribution towards the Communities Component (CC) projects., and 17 Communities Component projects were approved during 2008-2009 for a total federal contribution of $7.1M. New Brunswick: 32 Communities Component (CC) projects were approved during 2008-2009 for a total federal contribution of $19.1M. |
|
d. MRIF |
$23.2 Million |
$ |
$4.6 Million |
Funds from the Building Canada Fund (BCF) were moved towards the Municipal Rural Infrastructure Fund (MRIF) Top-Up allocation, in order to fund more projects where needed. |
|||
2. Canada Economic Development for Quebec Regions (CEDQR) |
PA 1 |
a. BCF and MIC |
$40.0 Million |
$ |
$5.9 Million |
Quebec Project: Quartier des spectacles in Montreal. The project consists of infrastructure work in five new permanent public spaces located between the arteries of City Councillors and Berri, as well as Sherbrooke and René-Levesque Boulevard. It includes: The addition of bicycle paths, widening of walkways, re-surfacing and extension of streets, the installation of street lighting fixtures and showcases, the installation of new water and wastewater infrastructure. |
A contribution agreement was signed on March 24, 2009. |
b. BCF and CC |
$210.0 Million |
$ |
$ |
Quebec. |
A Communities Component (CC) agreement was signed on March 26, 2009, allocating $210M in federal contribution towards CC projects. |
||
PA 2 |
c. MRIF |
$39.8 Million |
$ |
$ |
Funds from the Building Canada Fund (BCF) were moved towards the Municipal Rural Infrastructure Fund (MRIF) Top-Up allocation, in order to fund more projects where needed. |
||
d. |
$ |
$ |
$ |
||||
3. Transport Canada |
PA 1 |
a. BCF and MIC |
$1,493.9 Million |
$ |
$1.9 Million |
Transport Canada will work closely with Infrastructure Canada on implementing the transportation projects under the Building Canada Fund (BCF). Six categories of eligible projects under the BCF are within the transportation domain: National Highway System, Public Transit, Local Roads, Regional/Local Airports, Shortline Rail and Shortsea Shipping. |
In partnership with Infrastructure Canada, Transport Canada analyzed over $1 billion dollars in federal funding for various projects under the Building Canada Fund in British Columbia, Alberta, Saskatchewan, Ontario, Quebec and Nova Scotia. Announced projects included:
|
b. CSIF |
$100.0 Million |
$ |
$11.9 Million |
New Brunswick Highways. |
In 2008-2009, Transport Canada continued to manage the contribution with New Brunswick for $100 Million in BCF funding that was transferred to the Canada Strategic Infrastructure Fund (CSIF) in 2007. |
||
PA 2 |
c. |
$ |
$ |
$ |
|||
d. |
$ |
$ |
$ |
||||
4. Western Economic Diversification (WED) |
PA 1 |
a. BCF and MIC |
$100.0 Million |
$ |
$32.0 Million |
Northlands Exhibition Facility, Edmonton, Alberta. Will assist in meeting current and forecasted demand for exhibits, conferences and catering space, enhance ability to attract international conventions, as well as to compete for regional and national events. Kinnear Centre (Banff Centre) for Creativity and Innovation at Banff, Alberta. Increased number of professional development opportunities in all arts and disciplines. Expected result is in higher enrolment numbers in these areas. Calgary Olympic Development Association (CODA). To provides long-term training and competition opportunities for Canadian athletes. By centralizing coaching and supporting excellence, it enhances opportunities for Canadian athletes to compete for and to win Olympic and Paralympics medals. IPSCO Place (Formerly Regina Exhibition Park). To enhances capacity for Saskatchewan’s largest events facility to retain long standing clients and to attract new, large scale events. |
A contribution agreement was signed on December 23, 2008, and construction work for this project had already begun in July 2008. A contribution agreement was signed on December 22, 2008, and construction work this project had already begun in June 2008. A contribution agreement was signed on December 4, 2008, and construction work for this project began in December 2008. A contribution agreement was signed on June 9, 2008, and this project began in June 2008. |
b. CSIF |
$170.5 Million |
$ |
$48.3 Million |
Red River Floodway. |
Over the period of 2008-2009, the Red River Floodway Expansion Project continued to progress. The replacement of the CP Emerson Railway Bridge began in the summer of 2008, and late in 2008, two additional bridge replacement projects were approved for inclusion in the scheduled project. The Floodway gained international recognition as one of the world's greatest engineering achievements on July 4, 2008, by the International Association of Macro Engineering Studies. |
||
PA 2 |
c. BCF and CC |
$359.5 Million |
$ |
$ |
Alberta, British Columbia, Manitoba and Saskatchewan. |
Manitoba: A Communities Component (CC) agreement was signed on December 18, 2008, allocating $41M towards Communities Component projects. Saskatchewan: A Communities Component (CC) agreement was signed on April 11, 2008, allocating $94.5M towards Communities Component projects. 47 Communities Component projects were approved during 2008-2009 for a total federal contribution of $31.6M. Alberta: A Communities Component agreement was signed on December 4, 2008, allocating $88M towards Communities Component projects. 22 Communities Component project agreements were approved during 2008-2009, for a total federal contribution of $24.4M. British Columbia: 42 Communities Component projects agreements were approved during 2008-2009, for a total federal contribution of $58.5M. |
|
d. MRIF |
$58.5 Million |
$ |
$5.5 Million |
Funds from the Building Canada Fund (BCF) were moved towards the Municipal Rural Infrastructure Fund (MRIF) Top-Up allocation, in order to fund more projects where needed. |
|||
5. Industry Canada |
PA 1 |
a. BCF and MIC |
$50.0 Million |
$ |
$15.4 Million |
The Ottawa Convention Centre. The new convention facility will be better able to accommodate large events and attract larger number of visitors to the region. |
A contribution agreement was signed on September 4, 2008, and the project’s demolition and construction work also began in 2008. |
b. BCF and CC |
$362.0 Million |
$ |
$ |
Ontario. |
A Communities Component (CC) agreement was signed on August 26, 2008, allocating $362M towards CC projects. 290 Communities Component projects were approved during the fiscal year 2008-2009 for a total federal contribution of $343.4M. |
||
PA 2 |
c. MRIF |
$64.0 Million |
$ |
$ |
Funds from the Building Canada Fund (BCF) were moved towards the Municipal Rural Infrastructure Fund (MRIF) Top-Up allocation, in order to fund more projects where needed. |
||
d. |
$ |
$ |
$ |
||||
6. Indian and Northern Affairs Canada (INAC) |
PA 1 |
a. MRIF |
$9.5 Million |
$ |
$0.5 Million |
Funds from the Building Canada Fund (BCF) were moved towards the Municipal Rural Infrastructure Fund (MRIF) Top-Up allocation, in order to fund more projects where needed. |
|
b. |
$ |
$ |
$ |
||||
PA 2 |
d. |
$ |
$ |
$ |
|||
d. |
$ |
$ |
$ |
||||
Total: |
$3,268.2 Million |
$ Million |
$127.1 Million |
18. Comments on Variances:
19. Results to be achieved by non-federal partners (if applicable): n/a
20. Contact information:
Jocelyne St Jean
Director General of Intergovernmental Operations
Tel: (613) 948-8003
E-Mail: jocelyne.stjean@infc.gc.ca
Name of Horizontal Initiative: Firearms
Name of Lead Department(s): Canada Firearms Center
Start Date of the Horizontal Initiative: 1995
End Date of the Horizontal Initiative: Ongoing
Total Federal Funding Allocation: $858,000 per year
Description of the Horizontal Initiative (including funding agreement): Reduce firearms tragedies, including accidental injuries or death and the criminal use of firearms.
Shared Outcome(s): Safer communities
Governance Structure(s): Roles/responsibilities set out in legislation (e.g. Firearms Act.)
Federal Partners | Names of Programs for Federal Partners | Total Allocation | Forecasted Spending for 2008-09 |
Actual Spending for 2008-09 |
Planned Results for 2008-09 |
Achieved Results in 2008-09 |
---|---|---|---|---|---|---|
Canada Firearms Centre, RCMP, Public safety and Emergency Preparedness Canada, Justice Department for International Trade, Canada Border Services, Correctional Service Canada, Office of the Privacy Commissioner, Office of Information Commissioner, Treasury Board Secretariat. | (a) Quality conditional release decisions. | N/A | $858,000 | $858,000 | Planned spending in 2007/08 was intended to provide NPB with the capacity to manage workloads related to changes in the Criminal Code which support the Firearms initiative. These changes provided longer sentences for firearms convictions and created the need for more conditional release reviews. | Since 1999/00, the Board has completed over 15,000 reviews involving offenders with firearms convictions. |
Name of Horizontal Initiative: Genomics R&D Initiative (GRDI)
Name of Lead Department(s): National Research Council Canada
Lead Department Program Activity: Research and Development
Start Date of the Horizontal Initiative: April 1999
End Date of the Horizontal Initiative: March 2011
Total Federal Funding Allocation (start to end date): $234.1 M
Description of the Horizontal Initiative (including funding agreement): The Genomics R&D Initiative was established to build and maintain genomics research capacity in government departments. As an enabling technology, genomics provides powerful tools and precise information to support operational mandates and upon which policy and regulatory decisions can be based. Federal science-based departments and agencies (see part 10 below for listing) interact with partners, stakeholders and clients and link these enabling tools and technologies to value-added applications that enable Canada to respond to national priorities, deliver on government mandates and support the development of wealth for Canadians.
These applications range from international requirements for genomics enabled testing required for exports; the ability to interpret and assess genomics information submitted with product information for regulatory oversight; the development of assays and products using genomics approaches for enhancing Canadian's lives, the environment and sustainability of human activities; socio-economic and ethical considerations related to the use and integration of genomics in health care, environmental sustainability activities, and consumer and industrial products and applications; as well as facilitating Canadians' access to accurate and understandable information concerning genome sciences.
Shared Outcome(s): Enhanced quality of life for Canadians in terms of health, safety, environment, and social and economic development by building and maintaining genomics research capacity in support of key federal public policy objectives; in particular: a) to strengthen innovation and ensure sustainability for the benefit of all Canadians by focusing research in strategic areas of national interest from an economic and social perspective (i.e. health, environment, natural resources and energy, safety and security); b) to promote global competitiveness and expand Canada's international influence by increasing commercialization outcomes of research activities and by improving regulatory efficiency and effectiveness; c) to grow economic opportunities through R&D by building collaborations that involve business, academia and public sectors, in Canada and internationally.
Governance Structure(s): To ensure value for money, the Genomics R&D Initiative established a governance framework to strengthen accountability and to ensure that investments deliver on the promise of making a difference in the lives of Canadians. An interdepartmental Genomics R&D ADM Coordinating Committee was established to oversee the collective management and coordination of the Initiative. The Committee ensures that effective priority setting mechanisms are established within departments and that investments are focused and strategic.
The Committee also ensures that common management principle are implemented and horizontal collaborations between organizations are pursued wherever relevant and possible. The Committee includes members from each of the organizations receiving funding, as well as a representative from Industry Canada.
An Interdepartmental Working Group (WG) supports the work of the Committee. The mandate of the WG is to provide recommendations and advice to the ADM Coordinating Committee regarding strategic priority setting and overall management of the Genomics R&D Initiative. The WG also supports evaluation and reporting requirements related to the Initiative. The NRC, as the lead agency for the Initiative, chairs the ADM Coordinating Committee and the Working Group.
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2008-09 |
Actual Spending for 2008-09 |
Expected Results for 2008-09 |
Results Achieved in 2008-09 |
---|---|---|---|---|---|---|---|
National Research Council (NRC) | Research and Development | Genomics and Health Initiative | 71 | 6 | 6 | See Note 1 | See Notes 1.1 and 1.2 |
Agriculture and Agri-Food Canada (AAFC) | Innovation and Renewal | Canadian Crop Genomics Initiative | 71 | 6 | 6 | See Note 2 | See Notes 2.1, 2.2, 2.3, 2.4, 2.5 2.6 and 2.7 |
Fisheries and Oceans Canada (DFO) | Aquaculture | Aquatic Biotechnology and Genomics R&D | 10 | 0.9 | 0.9 | See Note 3 | See Notes 3.1, 3.2, 3.3, 3.4 and 3.5 |
Health Canada (HC) | Health Products | HC/PHAC Genomics Initiative | 46 | 4 | 3.5 | See Note 4 | See Notes 4.1, 4.2, 4.3, 4.4, 4.5, 4.6 and 4.7 |
Natural Resources Canada (NRCan) | Natural Resource and Landmass Knowledge for Canadians | NRCan-CFS Genomics R&D Initiative | 23 | 2 | 2 | See Note 5 | See Notes 5.1, 5.2, 5.3, 5.4 and 5.5 |
Environment Canada (EC) | Canadians Adopt Sustainable Consumption and Production Approaches | Strategic Applications of Genomics in the Environment | 12 | 1 | 1 | See Note 6 | See Notes 6.1 and 6.2 |
Canadian Institutes for Health Research (CIHR) | N/A - one time allocation in 1999-00 to assist in creation of Genome Canada Secretariat | N/A | 0.5 | N/A | N/A | N/A | N/A |
Total | 234.1 | 19.9 | 19.4 | ||||
Notes: 1. Commercially relevant advances in areas of genomics R&D related to human health (e.g. genetic testing, diagnostics, microbial genomic applications, treating and preventing human diseases such as cancer and cardiovascular disease, and pathogen detection). 1.1 Integrated devices that provide rapid, point of care diagnosis of pathogens based on their genomic signature. Central to the success of these devices are on-chip assays that can achieve detection with the sensitivity and specificity necessary to inform sound clinical decisions. In 2008-2009, the Biochips team developed conditions for simultaneous PCR amplification and hybridization of target molecules on the chips, allowing detection of less than 5 molecules of pathogen DNA sequence with a specificity distinguishing a single nucleotide mismatch. This advance brings the detection sensitivity of the assay within the useful clinical range of less than 10 molecules of pathogen per assay, and represents a breakthrough in actualizing on-chip real-time PCR, hybridization and detection of biological samples. 1.2 Building a sustainable pipeline of protein-based tumour-targeting agents that will act as prospective therapeutics is the goal of the GHI Cancer project. On July 7, 2008 Alethia Biotherapeutics, a Canadian biotechnology company engaged in the discovery and development of therapeutics in areas of unmet medical needs, signed an option to license anti-Clusterin monoclonal antibodies (mAbs) developed by the project team. In 2008-2009, in vivo animal studies showed that three of the anti-Clusterin mAbs caused a significant reduction in metastatic nodule production. In addition, an isolated clusterin-binding peptide has been shown effective as an optical imaging agent for tumor cells in animal models and a provisional patent has been filed. 2. Improvements in crop value in cereals, soybean and canola through quality improvements in areas related to plant adaptation to biotic and abiotic stresses (e.g. resistance to disease, tolerance to drought and cold), as well as seed development and metabolism (e.g. related to oil content for biofuels and nutraceutical applications). 2.1 AAFC genomics scientists leveraged GRDI funds to participate in an international collaboration between Canada and Germany. An AAFC scientist and a German colleague co-lead a dedicated group of Canadian and German scientists from academia, government and industry, developing solutions for Fusarium infection in wheat. Infection by Fusarium is a global problem in cereal crops which can result in severe yield loss as well as an accumulation of toxin in the grain. The team is using a combination of breeding and genomics methods to understand the disease and develop new varieties of wheat for producers in both countries. In 2008 progress in identifying wheat types with enhanced resistance to Fusarium resulted in the presentation of an award to the research team from the City of Freising, Germany. 2.2 As part of a team of 23 researchers from 6 countries AAFC scientists contributed to constructing a physical map of wheat chromosome 3B which is the first step toward sequencing the first chromosome of wheat. Each wheat chromosome is about the size of the entire rice genome so sequencing of wheat is a massive project. AAFC expertise in genetic mapping was used to assist colleagues at INRA (France) with ordering more than 1,400 genetic markers on chromosome 3B, which was critical for ordering the bacterial artificial chromosome (BAC) clones and contigs in preparation for future sequencing of the chromosome. The work was reported in the prestigious journal Science. 2.3 In 1975 a major virulence factor in Phytophthora root rot of soybean was described. Despite many efforts over the last 35 years it was not possible to conclusively identify this factor until AAFC scientists reported the genetic sequence and description of the Avr1a factor in 2009. The identification of Avr1a adds to a growing list of P. sojae Avr factors that have recently been identified. These successes in finding Avr factors have been driven by technological changes such as genome sequencing and advances in knowledge. The isolation of P. sojae Avr1a is notable, given its long history in molecular plant pathology, but more importantly the identification of the Avr genes in Phytophthora sojae will aid pathogen diagnostics and cultivar development for one of the world's largest crops. A more rational approach to soybean breeding, diagnostics, and cultivar deployment will arise from such solid genetic information. It will also lead to a better mechanistic understanding of disease and how it may be managed. 2.4 A serious fungal pathogen of cereal crops such as wheat, barley, and corn, Fusarium graminearum produces a number of toxic metabolites or mycotoxins that accumulate in infected grain. Using a proteomics approach, AAFC researchers were able to identify hundreds of Fusarium proteins that were present when the fungus is induced to synthesize these mycotoxins. The relative quantities of seventy-two proteins increased significantly with the induction of mycotoxin production and provide leads in the search for mechanisms and markers of plant disease and novel antifungal targets. 2.5 Sclerotinia sclerotiorum is a necrotrophic plant pathogen that infects important agricultural crops including canola (Brassica napus), soybean (Glycine max) and sunflower (Helianthus annuus) (Boland and Hall, 1994). It secretes a battery of enzymes that break down plant tissues including polygalacturonases (PG), pectin lyases, pectin methyl and acetyl esterases that degrade plant pectin. Most plants genomes encode a limited set of polygalacturonase inhibitor proteins PGIP) that may inactivate the PG secreted by pathogens. AAFC scientists characterized a diverse set of 16 PGIP Brassica napus genes. Several BnPgip genes responded to infection by S. sclerotiorum or were responsive to other stresses and signalling molecules. The large number of PGIP genes and the different manners in which they are regulated likely ensures that B. napus can respond to attack from a broad spectrum of pathogens and pests. These are currently being examined for their ability to provide resistance to diseases caused by fungal pathogens. 2.6 Baculoviruses are insect specific and have proved to be effective insect control agents that are non-harmful to both the environment and humans. As baculoviruses have been identified for many insects of economic importance they represent a significant resource for the future development of organic insecticides. The baculovirus Autographa californica nucleopolyhedrovirus has the broadest host range of any known baculovirus. These studies have been investigating key genes that baculovirus genomics have identified to be present in all baculovirus species completely sequenced to date. Conservation of these genes suggest they play critical roles in virus replication By generating viruses that have these genes (ac142 and ac143) deleted from the genome we have shown they are critical for virus replication. One of them ac142 appears to be essential for recruiting membranes to virus particles a unique property. These studies will help to understand the molecular basis of baculovirus disease and lead to improved use of these natural agents as insect control agents. 2.7 The NRC Biorenewable Oil for Food and Fuel team is characterizing 29 genes that may play an important role in canola crop improvement. Elite candidate genes will be incorporated into the pre-commercialization. Five prototypes were tested in the field during the first year in collaboration with AAFC. Compared to the controls, two prototypes confirmed improved oil content and one prototype confirmed early flowering and increased seed size. The summary outputs of the program include the publication of 11 papers in refereed journals, 18 other publications / presentations / book chapters and one patent application. PIs from this program have established formal international collaborations with scientists from Germany, the Netherlands, China and India in areas directly related to the objectives of the program. 3. Sustainable management of aquatic resources through the use of genomics tools to: manage fishery openings; generate increased understanding of population genetics and structure; further understanding of behavioural, physiological and immunological responses to the environment; and through the management of aquatic animal diseases. 3.1 Manage fishery openings - DFO continues to develop information geared at understanding the changing behaviour of fish stocks due to climate change and pollution. Genomics tools including gene expression profiling are being used by DFO to determine physiological changes along the migration route to natal streams that is associated with early entry, a behavioural shift in late run Fraser River sockeye salmon. This research directly feeds into the management of fisheries openings through the 1) use of functional genomics technology in fisheries management, 2) use of wild caught organisms in large-scale ecological genomics research. 3.2 Increased understanding of population genetics and structure - Adding to previous work, several new projects were undertaken in order to understand the population structure of various species of socio-economic importance, including wild salmon, capelin, redfish, arctic char and beluga whales. 3.3 Further understanding of behavioural, physiological and immunological responses to the environment - Predictive biomarkers are being developed for monitoring relevant genes to enable pre-season prediction of migration behaviour and fish survival of pacific salmon for fishery managers in order to monitor the impacts of climate change and pollution. 3.4 Management of aquatic animal diseases - DFO continues to study aquatic animal diseases of import, such as the immune function of salmon and disease resistance against infectious salmon anemia virus (ISAV), a major pathogen of Atlantic salmon The viral mechanisms leading either to fish death or survival and resistance is not well understood at the immune or molecular levels. Another project includes using a functional genomics approach to characterising salmonid responses to the salmon louse, a distinct cause for concern for Pacific salmon growers 3.5 Monitor and mitigation of environmental contaminants including invasive species - New projects were undertaken to monitor and mitigate the effects of environmental contaminants. One project seeks to characterize microbial populations from produced water and its influence on the microbial community in the marine environment around the Hibernia Production Platform. A further project looks at the application of genetic markers to resolve species identification and population structure of invasive tunicate species. 4. Positioning the Canadian regulatory system for health to enable innovation while minimizing the risks to Canadians through a focused genomics R&D program aimed at strengthening capacity in priority areas such as genetic information, biotechnology products, human genomics and microbial genomics, on human, animal and environmental health. 4.1 Molecular Genomics Applied to Radiation Risk Assessment: Specialized custom-exposure systems have been constructed and characterized for radiofrequency (RF) fields and alpha-radiation for use in this project. Differential gene expression has been assessed in three human derived cell-lines after exposure to alpha-radiation. A list of alpha-radiation responsive genes has been generated and validated by RT-PCR. 4.2 Environmental Health Applications of toxico-genomics and proteomics. Identification of exposure and effect biomarkers for mutagenic carcinogens in complex environmental matrices: Gene expression responsive to low concentrations of diesel exhaust (SRM 1650b) using high density microarrays is completed and bioinformatic analysis is underway. In addition, genomics funding is being used to train additional HC staff. Thirteen proteins were identified as being potential candidate biomarkers of exposure for mutagenic carcinogens in complex environmental matrices. Confirmation and validation of the method are currently under investigation. 4.3 Development and validation of toxicogenomic tools, and integrated systems biology approaches in regulatory toxicology: Confirmation and validation of gene expression responsive and measured following low (environmentally-relevant) doses and further development of the NOTEL (no observable transcript effect level) below the doses inducing histological or biochemical changes. The following research methodologies were developed for identification and investigation of biomarkers. Technical validation of microRNA arrays: cross-platform correlation, sample storage, quality control/assurance development and statistical analysis. Biological validation of an in vitro mutation screening cell line (FE1) using DNA microarrays - comparison of response in vitro versus in vivo. Establishing the biological activity and the similarities/differences to the cells in vivo to improve interpretation of data acquired using in vitro systems. Use of ChIP-chip to identify regions of DNA that bind the thyroid receptor in the brains of developing mice. New reporter assays are being developed to identify chemicals which operate through disruption of TH pathways. Explorations of the cardio-pulmonary health effects of inhaled nanoparticles in utero (ongoing) and in the adult and induction of acute phase response. 4.4 Investigations on Colon Epithelial Cell Genetic Responses to Dietary Fibre were been established. The changes manifested in the intestinal bacteria will be used to determine what influence these changes may have on colonocyte responses. This work also represents methodological development for later work in this rat system. 4.5 Cell lines expressing a number of viral immunomodulatory proteins have been constructed. These include the influenza virus NS1 protein and the HCV NS3/NS4a proteins. MiRNA gene expression has been determined in these cell lines and a number of deregulated MiRNAs have been identified. MiRNAs expressed by microglia in the brains of prion infected mice have also been identified. Potential targets of one of these MiRNAs have been identified using a combination of functional genomic analyses. 4.6 Prototype gene and microarray assays to genotype Campilobacter jejuni samples per day were developed and tested, and are currently being deployed to perform molecular epidemiological analysis of various datasets, and used to investigate genome variability among virulent C. jejuni isolates that are highly prevalent among human clinical cases. 4.7 Work is undertaken to generate, synthesize, and translate new knowledge in pathogen and human genomics and related sciences (proteomics, transcriptomics, bioinformatics, etc.) to: strengthen infectious disease surveillance, prevention and control through applications such as diagnostics, molecular risk assessment, vaccines, intervention strategies, mitigation of antimicrobial resistance; and, develop applications to diagnose and prevent diseases and promote health through predictive genetic screening and/or modulation of gene-environment interactions. 5. Increased knowledge for forest generation and protection methods, and for addressing environmental impact considerations, through a focused genomics R&D effort on species and traits that are of economic importance to Canada. 5.1 The production of effective biological control methods based on genomics requires the understanding of the interactions between host and pathogen. Novel genomic resources were created by CFS researchers for two indigenous pests and one alien invasive pest. Eight cDNA libraries were created: one for the white tussock moth, two for the hemlock looper and five for the Emerald Ash Borer (EAB). Other investigations of pest species found the existence of microsporidia, a group of unicellular insect pathogens, in Mountain Pine Beetles (MPB) from 4 of the 10 collection sites and in one population of EAB. Several isolates of fungal pathogens were found in field collections of MPB from old infestations sites. Furthermore, primers were developed for various viruses of coleopteran species. 5.2 Early evidence has shown that the co-evolution of insects and their viruses also saw a co-dependency of the interacting proteins to initiate and establish infection in the host. Research on the occlusion derived virus of the balsam fir sawfly led to the identification of 18 proteins, three of which are novel. 5.3 Building on the genome scan performed by NRCan scientists in 2007-08, QTL analysis was completed and it was determined that bud flush, bud set and growth characters are mainly controlled by 7, 14 and 9 genomic regions respectively. Refinement of the QTL results is underway by association analysis. A high density genetic map of white spruce is in development to position 1800 of the 28000 genes (identified by the Arborea effort). This is the starting point of a physical map for spruce. 5.4 In white spruce, 214 candidate genes were rated as high priority and are being used to search for variants in association studies. Exploratory association studies identified 6 to 20 polymorphic SNPs to be significantly associated with one of the 25 wood traits investigated. White spruce primers were tested on black spruce DNA, identifying over 1800 SNPs. Primers were designed for candidate genes relating to wood formation. 5.5 2008-09 saw novel discoveries in the white pine-blister rust interaction, the identification of proteins and genes that function in disease resistance. In collaboration with the USDA-FS and BC Ministry of Forest and Range, several white pine candidate genes were investigated for single nucleotide polymorphisms (SNPs) and SNP genetic association with resistance phenotypes in multiple white pine families with quantitative resistance phenotypes. Research on Douglas Fir (DF) identified defence related proteins in DF roots infected with laminated root rot. Further testing is underway on 45 genes with potential pathogenicity function. 6. Development of genome-science applications to support regulatory and enforcement activities in key areas such as environmental risk assessment and management; enforcement and compliance; pollution detection, monitoring and prevention; conservation biology and wildlife genetics; technology forecasting and assessment; and the responsible and sustainable development and use of bio-based products and industrial processes. 6.1 In 2008-09 EC made significant advances in the application of the genomic tools and data that have been generated over the life span of the GRDI. Using GRDI funding, EC developed an in-situ technique to conduct pathogenicity and toxicity testing of microbial substances in soil which has helped to validate a new national guidance document under the Canadian Environmental Protection Act. EC has also developed and applied genomics methods to investigate the toxic effects of environmental contaminants on aquatic microbial communities. This research has lead to the application of tools and approaches for assessing priority substances and emerging contaminants such as personal care products and pharmaceuticals. EC's wildlife research has provided the scientific (genomic) data in which conservation and wildlife management decisions (i.e for bird species Yellow-breasted chats, Ontario's goose populations, Loggerhead Shrikes etc.) have been based (both at the federal and provincial level). 6.2 Numerous environmental genomics-based approaches were used in 2008-09 by EC:
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Comments on Variances:
The discrepancy was due to the fact that funds were not cash managed in advance of the approval of the TB Submission (in September), and funds did not get transferred from Health Canada to PHAC until December 2008. Hence, all PHAC projects were only initiated in January 2009 (3 months of activity and not 12). However, these funds will not be lost as they are being recovered through the annual carry-over allotment for PHAC of 5%, bringing the Year 1 expenditures to 93.2%. Expenditures in Year 2 will be for the Year 1 and Year 2 totals.
Results to be achieved by non-federal partners (if applicable): N/A
Contact information:
Gary Fudge, P. Eng.
Director, Life Sciences Horizontal Initiatives
National Research Council
613-949-0542
Name of Horizontal Initiative: Improving the Performance of the Regulatory System for Major Natural Resource Projects
Name of Lead Department(s): Natural Resources Canada
Lead Department Program Activity: Internal Services – Public Policy Services – Major Projects Management Office
Start Date of the Horizontal Initiative: October 1, 2007
End Date of the Horizontal Initiative: March 31, 2012
Total Federal Funding Allocation (start to end date): $150 million over 5 years
Description of the Horizontal Initiative (including funding agreement):
To respond to the recent growth in the number of major resource projects and move forward on commitments to create a more accountable, predictable and timely regulatory review process, the Government has allocated $150 million over five years to establish the Major Projects Management Office (MPMO) within Natural Resources Canada (NRCan) and to increase the scientific and technical capacity of key regulatory departments and agencies.
The MPMO has been created to provide a single point of entry into the federal regulatory system for all stakeholders and to provide overarching management of the federal regulatory process for major natural resource projects. New capacity funding provided through this initiative will ensure key regulatory departments and agencies are positioned to respond to the recent growth in the number of new major resource projects and will better enable departments to meet their legal responsibilities for Aboriginal Crown consultation associated with their regulatory decisions relative to major resource projects.
This initiative will provide the oversight and capacity needed to address the issues affecting the performance of the federal regulatory system. In short, it will lay the foundation for a more predictable and accountable regulatory system that will improve the competitiveness of Canada's resource industries while ensuring careful consideration of environmental standards and technical requirements.
Shared Outcome(s):
Among the more tangible improvements resulting from this initiative will be the timeliness and predictability of the regulatory process. The environmental review and permitting of major resource projects is targeted to be reduced from upwards of four years to an average of about two years.
Other important outcomes from this proposal include:
Governance Structure(s):
The Cabinet Directive on Improving the Performance of the Regulatory System for Major Resource Projects has established a new governance framework for federal government departments and agencies to facilitate the effective, coordinated, and concurrent discharge of their statutory duties, functions and obligations related to the regulation of major resource projects. It encourages federal government departments to work together to identify areas where the consistency, efficiency and effectiveness of the federal regulatory system can be improved and to develop and implement system improvements. These activities are intended to improve the accountability, transparency, timeliness and predictability of the federal regulatory system for major natural resource projects.
The Minister of Natural Resources is the lead Minister for the Initiative. In collaboration with her counterparts in other regulatory departments, the Minister of Natural Resources will report biannually to Cabinet on progress made towards achieving the objectives of the initiative, and will report annually to Parliament and the public through NRCan's annual reporting requirements.
A Major Projects Deputy Ministers' Committee has been created to serve as the governance body for the implementation of the initiative. This Committee will provide direction for the resolution of project-specific issues and oversee the application of the Cabinet Directive. Membership on this committee includes the Deputy Minister of NRCan (Chair), the Deputy Minister of Fisheries and Oceans Canada, the Deputy Minister of the Environment, the Deputy Minister of Indian Affairs and Northern Development, the Deputy Minister of Transport, the Deputy Minister of Justices, the Deputy Minister of Intergovernmental Affairs, Privy Council Office, the Associate Deputy Minister of Industry, the President of the Canadian Environmental Assessment Agency, the President of the Canadian Nuclear Safety Commission and the Chair of the National Energy Board.
The MPMO has been established to provide overarching management of the federal regulatory system for major resource projects. It will achieve this by working with the federal regulatory departments / agencies to identify areas where the consistency, efficiency and effectiveness of the federal regulatory process can be improved and work with these departments and agencies to implement change. The MPMO will also provide support to the Major Projects Deputy Ministers' Committee, through the provision of data, analysis and other information.
To ensure effective communication with federal regulatory departments on key issues and to facilitate collaboration and cooperation, interdepartmental working groups have been established at the ADM, DG and working levels.
Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date)[1] | Planned Spending for 2008-09 |
Actual Spending for 2008-09 |
Expected Results for 2008-09 |
Results Achieved in 2008-09 |
---|---|---|---|---|---|---|
Natural Resources Canada | ||||||
Internal Services | Major Projects Management Office | $18,500,000 | $5,500,000 | $3,797,559 | Lead the development and implementation of a consistent, whole of government approach to Aboriginal consultations; Ensure the environmental assessment and regulatory review processes for major resource projects are integrated and well coordinated through the development of Project Agreements; Increase the transparency and accountability of the federal regulatory review process through increased oversight and regular monitoring, tracking and reporting on progress against commitments in Project Agreements; and, Identify and implement process improvements to continue to improve the efficiency and effectiveness of the federal regulatory system for major resource projects. |
Following its first full year of operations, the MPMO is providing overarching management of the federal regulatory review process for 41 major natural resource projects; Service standards have been established with target time lines for each major project review, reflected in interdepartmental project agreements provided to project proponents, and made available to the public; Performance of federal reviews for projects under the MPMO initiative is being publicly tracked and monitored to ensure greater transparency and accountability; The initial building blocks, including improved governance, have been put in place for a whole-of-government approach to Aboriginal consultations for major resource projects; Strong project management systems and governance mechanisms have been put in place to improve integration of federal decision-making and to improve the predictability and accountability of the federal regulatory review process; Chaired monthly meetings of the Major Projects Deputy Ministers' Committee and supporting ADM and DG Committees to ensure timely resolution of project related issues and to advance new policies, procedures and analysis to further improve the performance of the federal regulatory system for major resource projects; Held regular meetings with stakeholders (Industry associations, project proponents, Environmental groups and Aboriginal groups) to ensure that the implementation of the MPMO approach was meeting its stated objectives and the needs of stakeholders; Led interdepartmental analysis and research to identify and implement further improvements to the regulatory review process; As co-chair of the federal / provincial Regulatory Performance Improvement Working Group, worked closely with provincial energy and mining ministries to identify opportunities to improve integration of federal and provincial regulatory review processes; and, New guidelines were developed to improve process clarity, promote early engagement between project proponents and regulators, and ensure a coordinated federal approach throughout the entire review process. |
Total NRCan | $18,500,000 | $5,500,000 | $3,797,559 | |||
Canadian Environmental Assessment Agency | ||||||
Environmental Assessment Support | $31,823,000 | $7,955,750 | Support a whole-of-government approach to addressing strategic and project-specific environmental assessment (EA) issues, including supporting implementation of the MPMO initiative; Manage the federal environmental assessment process and related Aboriginal consultation activities for most major resource projects; and, Develop and deliver training and guidance in support of the initiative. |
Worked in collaboration with other organizations involved in the MPMO initiative to strengthen coordination of EAs federally (such as the coordination of review panels), to integrate EA into the federal regulatory process more effectively and, in support of a "one-window" approach, to integrate Aboriginal consultation in EA process for major resource projects; Led the federal environmental assessment process for major natural resource projects (with the exception of CNSC and NEB screening and comprehensive studies), and coordinated aboriginal engagement and consultation activities with the EA of these projects as mandated under the Cabinet Directive on Improving the Performance of the Regulatory System for Major Resource Projects and its Memorandum of Understanding; Development of a tracking and reporting tool to improve the pre-EA and EA phases of the regulatory process is well under way and will be completed in 2009-2010; Delivery of internal training and guidance in support of matters relevant to the MPMO initiative to Agency staff (existing and new) in NCR and in 6 regional offices; and, Adaptation of training package for other organizations involved in the MPMO initiative is under way, for delivery in 2009/10 on a cost recovery basis. |
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Environmental Assessment Development | $3,512,000 | $878,000 | Support the implementation of this horizontal initiative focused on achieving improvements in the process, capacity, and associated Aboriginal consultations with respect to major resource projects; Contribute to the ongoing development of policies, procedures and guidance materials for enhancing coordination and collaboration on high-quality, timely and predictable environmental assessment within the regulatory approval process; and, Contribute to the development of policies and procedures in support of the integration of Aboriginal Crown consultations in the environmental assessment and regulatory approval process. |
Developed jointly with other organizations involved in the MPMO initiative procedural documents and templates to improve process clarity, promote early engagement between project proponents and regulators, and ensure a coordinated federal approach throughout the entire review process; Established jointly with other organizations involved in the MPMO initiative policies, procedures and guidance materials for enhancing coordination and collaboration on high-quality, timely and predictable environmental assessment within the regulatory approval process, such as procedural guidance on comprehensive studies and multijurisdictional screenings, now in final review and approval; and, Ongoing development, jointly with other organizations involved in the MPMO initiative of new policies, processes, procedures and guidance materials on the integration of Aboriginal Crown consultations in the environmental assessment and regulatory approval process. |
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Internal Support | $8,665,000 | $2,166,250 | Core support services to support program delivery |
Key national staffing processes completed; and, New staff successfully integrated into the organization. |
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Total CEAA | $44,000,000 | $11,000,000 | ||||
Environment Canada | ||||||
Biodiversity is conserved and protected | Wildlife program | $2,352,117 | $463,919 | The efficiency and effectiveness of Canadian Wildlife Services' (CWS) regulatory role in major resource projects are improved; and, Policies and guidance support CWS' involvement in the EA process for major resource projects. |
The efficiency of CWS' permitting responsibilities for major resource projects is improved through the initial work on developing a national permitting system; and CWS' involvement in the EA process for major natural resource projects is supported by processes, policies, and guidance. |
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Water is clean, safe and secure | Aquatic ecosystems are conserved and protected | $614,683 | $123,281 | EC's responsibilities associated with the International River Improvements Act are supported by standard operating procedures and policies for permitting. |
EC's responsibilities in the EA process associated with the International River Improvements Act for major natural resource projects are supported by guidance, processes, and issues reviews. |
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Canadians adopt approaches that ensure the sustainable use and management of natural capital and working landscapes | Environmental assessment and ecological monitoring | $4,533,659 | $869,655 | Interdepartmental participation in establishing and implementing the MPMO initiative is supported; Departmental EA processes are streamlined and the efficiency and effectiveness of the process in support of the MPMO initiative are increased; Streamlining priorities are validated and supported within the department; Regional offices are supported in the delivery of streamlining priorities for major resource projects; and, A departmental governance structure is established to coordinate EC's involvement in the MPMO initiative. |
MPMO's governance structure and implementation are supported through participation in the Major Projects Deputy Ministers' Committee and associated committees and working groups; Identified and validated streamlining priorities through a completed comprehensive analysis and modeling of departmental EA processes and departmental workshops; Regional offices are supported in the delivery of streamlining priorities through the development of a common understanding of expectations and responsibilities with respect to MPMO and EC's responsibilities associated with the MPMO initiative; Established an internal governance structure to manage and coordinate the implementation of the MPMO initiative; and EC supported the accountability, transparency, timeliness and predictability of the regulatory review process through participating in the development and implementation of project agreements. |
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Risks to Canadians, their health and their environment posed by toxic and other harmful substances are reduced | Risk management/ Risk mitigation and implementation | $2,723,834 | $561,561 | Decisions on major resource projects are reached in a timely fashion while maintaining or enhancing protection of the environment; EC's involvement in the EA process for major natural resource projects is supported by guidance; and, EC provides input into the federal EA process through the provision of expertise. |
Decisions on major resource projects are supported by review of regulatory processes for amendments of the Metal Mining Effluents Regulations for tailings impoundment areas and Ocean Disposal permitting; Timely EA decisions are supported by the development of replacement class screenings for Ocean Disposal permits; and, EC's involvement in the EA process for major natural resource projects is supported by the development of guidance documents and review of current practices. |
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Relations with other governments and partners are effectively managed in support of environmental priorities | Inter-governmental and stakeholder relations | $596,818 | $121,742 | Regular, timely and strategic advice is provided on consulting and engaging Aboriginal groups throughout the regulatory process for natural resource projects; and, EC contributes to and participates in the development of an interdepartmental approach to Aboriginal consultation. |
Provided timely advice and support to regional offices on Aboriginal consultation, including regional training sessions; and, EC supported the interdepartmental approach to Aboriginal consultation through its active involvement in developing a whole of government approach to addressing Aboriginal consultation for major resource projects. |
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Internal Services | Core Support Services | $1,429,648 | $359,842 | Timely legal advice and support on delivery of national EA program involvement in major resource projects is provided; and, Core support services are provided to support program delivery. |
Supported delivery of national EA program by providing timely legal advice and support; and, Core support services are provided to support program delivery. |
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Total EC | $12,500,000 | $2,500,000 | ||||
Transport Canada | ||||||
Transportation Safety and Security | $3,365,555 | $1,627,704 | $506,632 | TC to participate in the various governance mechanisms established for the MPMO initiative; TC (headquarters and regional staff) to participate in working groups to assist with the creation and approval of key documents, processes and tracking systems required to operationalize the MPMO initiative; and, TC to improve its capacity to complete technical reviews required under the Navigable Waters Protection Program (NWPP). |
TC participated in various governance mechanisms established for the MPMO initiative or that are aiding the MPMO initiative including the Director General, Assistant Deputy Minister and Deputy Minister Committees and the Environmental Assessment Project Committee (EAPC); TC (headquarters and regional staff) participated in interdepartmental working groups to assist with the creation and approval of key documents, processes and tracking systems required to operationalize the MPMO initiative; TC maintained a headquarters MPMO committee in order to ensure new MPMO processes are applied internally in as efficient a manner as possible and that advice to the Associate Deputy Minister is provided in a timely and coordinated manner; and, Positions have been created in the NWPP in order to improve TC's capacity to complete technical reviews required under the Navigable Waters Protection Act for major resource projects. |
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Transportation Policy Development and Infrastructure Programs | $1,813,090 | $440,760 | $0 | Note: Actual spending transferred from this Program Activity Area to the Sustainable Transportation Development and the Environment program. |
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Sustainable Transportation Development and the Environment | $5,413,592 | $2,632,667 | $1,617,642 | TC to participate in the various governance mechanisms established for the Major Projects Management Office initiative; TC (headquarters and regional staff) to participate in the creation and approval of key documents and processes required to operationalize the MPMO initiative; TC to work on departmental processes to ensure new MPMO processes are applied in an efficient manner internally; and, TC to improve its capacity to complete technical reviews of environmental assessments across the country. |
TC participated in various governance mechanisms established for the MPMO initiative or that are aiding the MPMO initiative including the Director General, Assistant Deputy Minister and Deputy Minister Committees and the Environmental Assessment Project Committee (EAPC); TC (headquarters and regional staff) participated in working groups to assist with the creation and approval of key documents, processes and tracking systems required to operationalize the MPMO initiative; TC maintained a headquarters MPMO committee in order to ensure new MPMO processes are applied internally in as efficient a manner as possible and that advice to be provided to the Associate Deputy Minister is provided in a timely and coordinated manner; TC HQ held monthly teleconferences with regional staff to ensure smooth implementation of the initiative; Funding received was used in order to increase capacity for technical review of environmental assessments (EAs) and other key aspects of carrying out EAs for major resource projects; and, Involvement in Interdepartmental Working Group on Aboriginal Consultation that developed a whole of government approach to improve the Aboriginal consultation process for major resource projects. |
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Internal Services | $3,407,763 | $1,330,869 | $359,882 | TC to hire lawyers to increase capacity to deal with legal issues associated with the regulatory review process for major resource projects across the country. |
TC has engaged their legal services staff for review of various MPMO documents; and, Funding received will be used to hire lawyers to increase capacity to deal with legal issues associated with the regulatory process in 2009/2010. |
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Total TC | $17,500,000 | $6,032,000 | $2,484,156 | |||
Fisheries and Oceans Canada | ||||||
Habitat Management | Habitat Management Program | $34,041,800 | $6,808,360 | Continued participation in the governance mechanism, i.e., Major Projects Deputy Ministers' Committee and other supporting governance structures; Continued provision of DFO support to operationalize the initiative and working processes through participation on working groups; Continued staffing of new positions; Develop departmental guidance and procedures to operationalize the procedures prepared by MPMO and interdepartmental working groups; and, Provide input to Project Agreements based upon DFO's role and responsibilities. |
Participated in the governance mechanism, i.e., Major Projects Deputy Ministers' Committee and other supporting governance structures; Input to MPMO undertakings to operationalize the initiative; Input to MPMO analyses of legislative/regulatory issues and development of Strategic Framework. Staffed most new positions. Staffed national Aboriginal Consultation Advisor; Undertook the following to operationalize the initiative:
Participated in the development of numerous Project Agreements. |
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Legal Services | Legal Services | $958,200 | $191,640 | Provide legal advice and support of DFO's continued participation in the governance mechanism, i.e., Major Projects Deputy Ministers' Committee and other supporting governance structures; Provide legal advice and support of DFO's continued provision of support to operationalize the initiative and working processes through participation on working groups; Provide legal advice and support of the development of DFO guidance and procedures to operationalize the procedures prepared by MPMO and interdepartmental working groups; Provide legal advice and support to DFO's provision of input to Project Agreements based upon DFO's role and responsibilities; and Support of the MPMO initiative through participation on the Legal Services Working Group. |
Provided legal advice and support of DFO's participation in the governance mechanism, i.e., Major Projects Deputy Ministers' Committee and other supporting governance structures; Provided legal advice and support of DFO's input to MPMO to operationalize the initiative; Provided legal advice and support of DFO's input to MPMO analyses of legislative/regulatory issues and development of Strategic Framework; Provided legal advice and support of various DFO work products including departmental guidance and procedures; Provided legal advice and support to DFO departmental officials through monthly MPMO meetings; Provided legal advice and support in of DFO's participation in the development of numerous Project Agreements; and Weekly participation in the MPMO Legal Services Working Group and some half-day meetings. |
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Total DFO | $35,000,000 | $7,000,000 | ||||
Indian and Northern Affairs Canada | ||||||
Northern Land and Resources | Northern Affairs Organization | $6,600,000 | $1,320,000 | $1,248,000 | Facilitating environmental assessments and regulatory authorization processes; Addressing Aboriginal and community consultation and capacity concerns; Establishing and working with independent monitoring authorities; Recommending mitigations to minimize environmental impacts; Coordinating the department's participation in regulatory public hearings; To assist NWT land and water, environmental assessment and screening boards in improving, reviewing and/or developing operational or procedural processes required to undertake the review of major projects, excluding the MGP, or for specific activities related to individual unplanned major projects not included in core Board funding; and, Successfully support INAC in its operational s.35 Crown Consultation activities. |
INAC participation in Selwyn Resources, Taltson Hydroelectric Expansion Project, Uravan Minerals and Bayswater Uranium environmental assessments, scoping hearings, technical meetings, community and public hearings, and site visits; INAC participation in the Cantung water licence renewal technical meetings, community, public hearings and site visits; Response to EA information requests, comment on EA Terms of Reference and Work Plans for the above projects; Completed Crown Consultation Analyses for the above EAs and regulatory projects, conducted and reported on any required consultation; Ministerial responses to the Reports of Environmental Assessment, including coordination with other Responsible Ministers including coordination with other Responsible Ministers; and, Board Relations Secretariat provided funding on a proposal driven basis, to several boards with the objective to provide increased board capacity for regulatory improvement. |
Responsible Federal Stewardship | Lands and Economic Development- Environmental Management | $3,400,000 | $680,000 | $62,000 | Ensure the department has the capacity to meet its environmental obligations in relation to major resource projects; and Increase First Nations and Inuit communities' capacity to participate in the regulatory review process for major resource projects. |
Participated in the review of service standards, performance measures and guidelines development; Reviewed Project Agreements (draft and final); Provided the initial building blocks, including hiring of one FTE and initiating the hiring process for three additional FTE positions (2 in the western regions (BC and AB) and 1 HQ); and, Provided the initial building blocks, including developing a program management regime (Departmental capacity and First Nations and Inuit communities capacity dollars) and supporting the development of the new internal MPMO review process. |
Total INAC | $10,000,000 | $2,000,000 | $1,310,000 | |||
Total All Departments |
Comments on Variances:
[1] For many departments, the total funding allocated through this initiative does not correspond to total funding allocated to specific program activities identified above due to changes in the Program Activity Architecture of these departments.
Contact information:
Mr. Philip Jennings
Assistant Deputy Minister
Major Projects Management Office
Natural Resources Canada
155 Queen Street, 2nd Floor
Ottawa, ON K1P 6L1
Telephone: 613 944-6171
Email: pjenning@nrcan.gc.ca
1. Name of Horizontal Initiative: Federal Initiative to Address HIV/AIDS in Canada (FI)
2. Name of Lead Department(s): Public Health Agency of Canada (Agency)
3. Lead Department Program Activity: Infectious Disease Prevention and Control
4. Start Date of the Horizontal Initiative: January 13, 2005
5. End Date of the Horizontal Initiative: Ongoing
6. Total Federal Funding Allocation (annual): $84.4 million
7. Description of the Horizontal Initiative (including funding agreement): The FI is the Government of Canada’s response to HIV/AIDS in Canada. The initiative strengthens domestic action on HIV and AIDS, builds a coordinated Government of Canada approach, and supports global health responses to HIV/AIDS. It focuses on prevention and access to diagnosis, care, treatment and support for those populations most affected by HIV and AIDS in Canada - people living with HIV/AIDS, gay men, Aboriginal people, people who use injection drugs, federal inmates, youth, women, and people from countries where HIV is endemic. The FI also supports and strengthens multi-sector partnerships to address the determinants of health. It supports collaborative efforts to address factors which can increase the transmission and acquisition of HIV including sexually transmitted infections (STI) and also addresses co-infection issues with other infectious diseases (e.g., Hepatitis C and tuberculosis) from the perspective of disease progression and morbidity in people living with HIV/AIDS. Gender-based analysis and human rights analysis are fundamental to the approach. People living with and vulnerable to HIV/AIDS are active partners in shaping policies and practices affecting their lives.
8. Shared Outcome(s):
Immediate (Short-term 1-3 years) Outcomes:
Intermediate Outcomes:
Long-Term Outcomes:
9. Governance Structure(s):
The Responsibility Centre Committee (RCC) is the governance body for the FI. It comprises representatives of the10 responsibility centres which receive funding through the FI. Led by the Agency, the RCC promotes policy and program coherence among the participating departments and agencies, and ensures that evaluation and reporting requirements are met.
The Agency is the federal lead for issues related to HIV/AIDS in Canada. Within the Agency, six Responsibility Centres, the HIV/AIDS Policy and Programs Division, the Regions’ AIDS Community Action Program, Corporate Evaluation, the Community Acquired Infections Division, the Surveillance and Risk Assessment Division, and the National HIV and Retrovirology Laboratories are responsible for overall coordination, national and regional programs, epidemiology, laboratory science, knowledge transfer, social marketing, policy development, communications, reporting and evaluation.
Health Canada supports community-based HIV/AIDS education, capacity-building, and prevention for First Nations on-reserve and some Inuit communities; and provides leadership on international health policy and program issues.
As the Government of Canada’s agency for health research, the Canadian Institutes of Health Research sets priorities for and administers the extramural HIV and AIDS health research program.
Public Safety Canada, provides health services, including services related to the prevention, diagnosis, care and treatment of HIV/AIDS, to offenders sentenced to imprisonment for two years or more.
10. Federal Partners | 11. Federal Partner Program Activity (PA) | 12. Names of Programs for Federal Partners | 13. Total Allocation (annual) |
14. Planned Spending for 2008-09 |
15. Actual Spending for 2008-09 |
16. Expected Results for 2008-09 |
17. Results Achieved in 2008-09 |
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Public Health Agency of Canada | PA 1 Infectious Disease Prevention and Control | a. HIV/AIDS | $35.2 plus $0.1 from Health Canada |
$27.6 plus $0.1 from Health Canada |
$24.7 | Increased awareness of HIV and AIDS epidemic in Canada and the factors that contribute to its spread: - development of an Agency-led social marketing campaign and support for targeted campaigns in populations most at-risk Increased availability and use of evidence through: - augmented risk behaviour surveillance; and - targeted epidemiologic studies (expansion of I-TRACK and M-TRACK) and development of programs in other at-risk populations (A-track for Aboriginal populations); - improved knowledge and characterization of the transmission of drug-resistant HIV in Canada; and - improved reporting on progress through the implementation of the FI’s performance management framework Improved quality assurance in HIV testing through: - maintenance and improved quality of HIV testing in Canada; - enhanced ability to monitor the performance of testing kits and algorithms used in provincial public laboratories; and - enhanced HIV reference services Strengthened pan-Canadian response to HIV/AIDS through: - the development of a population specific framework for the FI, and status reports for gay men, women, people from countries where HIV/AIDS is endemic, Aboriginal people, injection drug users, youth at risk, prison inmates and people living with HIV/AIDS; and - the development of a national HIV/AIDS research planning and knowledge exchange framework to strengthen the availability and utilization of evidence to inform policies and programs Increased and improved collaboration and networking through: - the review and re-design of committees and advisory bodies Improved access to quality prevention, diagnosis, care, treatment and support through: - increased availability of evidence-based HIV interventions which address the determinants of health; and - increased availability of evidence-based HIV interventions which address co-infections which increase the susceptibility to acquiring and transmitting HIV and other infectious diseases which increase disease progression and morbidity in people living with HIV/AIDS (e.g., Hepatitis C, Sexually Transmitted Infections (STIs), and tuberculosis (TB)) Increased capacity (knowledge and skills) of individuals and organizations through: - support for health and education professionals by providing evidence based guidelines, training and technical assistance on issues related to HIV/AIDS and other infectious diseases - the implementation of a national HIV/AIDS knowledge broker to gather, synthesize and disseminate HIV/AIDS knowledge to strengthen the capacity of front-line organizations to develop and implement evidence-based programs and interventions - developing the capacity for monitoring and evaluation of the HIV/AIDS epidemic in Canada |
Knowledge of the factors that contribute to the spread of HIV infection was advanced through augmented HIV and risk behaviour surveillance programs. HIV/AIDS sentinel surveillance programs continue to be established and implemented among at-risk populations to develop targeted studies addressing questions and gaps arising from case-reporting surveillance, and to provide statistical support for HIV/AIDS modeling efforts to assess the hidden epidemic and produce national HIV estimates. Publications included HIV and AIDS in Canada: Surveillance Report, and HIV/AIDS Epi Updates. Targeted epidemiological studies were developed and enhanced. In 2008-09 the I-Track system, the Agency’s surveillance system that focus on injection drug users, saw the completion of the third round of data collection with a total of ten survey sites across Canada. The M-Track system, the surveillance system that focuses on gay, bisexual and other men who have sex with men (MSM), started a second round of data collection from over 3000 participants in Montreal and Vancouver. Milestones were attained in the development are three additional Track systems: the A-Track (focused on Aboriginal peoples), the E-Track (focused on persons who originate from countries where HIV is endemic) and the P-Track (focused on persons with HIV infection). Software to estimate HIV incidence from surveillance data was developed. Work with provinces and territories to enhance HIV surveillance and reporting continued. Memoranda of Agreement were developed to support the province-based work and the tracking of HIV strain and drug resistance in Canada. Agreements were signed with Nova Scotia and Saskatchewan, and are under development with Ontario and Alberta. The HIV/AIDS Status Report for People from Countries where HIV is Endemic – Black People of African and Caribbean Descent Living in Canada was completed. An expert working group was established to provide advice on the development of an HIV testing framework and associated guidelines and a consultation plan for the framework. Expertise was provided by health care professionals, community organizations, from specific at-risk population groups, and provincial partners selected in consultation with the federal, provincial and territorial Working Group on and AIDS. The Committee on HIV/AIDS, the ADM Committee on HIV and AIDS, the National Aboriginal Council on HIV and AIDS and the Ministerial Advisory Council advanced policy and program work on multi-sector issues related to HIV and AIDS. In collaboration with Human Resources and Skills Development of Canada, the evaluation of a project was funded to examine the impact of a case management approach to housing and HIV treatment adherence on the health status and quality of life of Aboriginal persons living with HIV and AIDS. As a result of the success of this approach, more joint action is planned. Discussion was also initiated with Citizenship and Immigration Canada for collaborative work on the determinants of health. Virtually all non-reserve Aboriginal community projects which were funded have adopted integrated approaches to programs and services addressing HIV/AIDS and Hepatitis C. An intra-agency working group on HIV-Hep C-STI co-infection was established, and opportunities for future collaboration were identified. In collaboration with Center for Disease Control, the Agency hosted a policy dialogue in conjunction with AIDS 2008 Mexico, to advance best practices on co-infection in high resource/low prevalence countries. Twenty projects were funded under the Non-reserve First Nations, Inuit and Metis Communities HIV/AIDS Project Fund for total contributions of $1.8 million. Seven organizations focussing on specific populations received $0.6 million. Seven national organizations were funded $3.3 million under the national voluntary sector response fund and the Canadian AIDS Treatment Information Exchange. As a result, the voluntary sector response to HIV and AIDS was sustained, community capacity to address HIV and AIDS was increased, and community-based social marketing campaigns focussed on the needs of specific populations most affected by HIV and AIDS in Canada were produced. Technical expertise was provided through the Pan American Health Association (PAHO) for the development of HIV strain and drug resistance surveillance in Latin America and the Caribbean region. Technical expertise was also provided through the United Nations Joint Programme on HIV/AIDS (UNAIDS) and the World Health Organization (WHO) for more effective utilization of surveillance data using modelling software to estimate HIV incidence. Policy expertise was provided to: the 53rd Session of the Commission on the Status of Women for care giving in the context of HIV; the 4th International Policy Dialogue on HIV/AIDS and Disability to assist in setting agenda and providing Canadian perspectives on episodic disabilities; the Northern Dimension Partnership on Public Health and Social Well-Being highlighting Canada’s initiatives on Aboriginal Health and HIV; the Universal Periodic Review on HIV and Aboriginal People, sex work, criminalization, harm reduction, women and children; WHO 124th Executive Committee input on HIV and mental health; the United Nations Office on Drugs and Crime; WHO and UNAIDS Policy Statement on HIV Testing and Counselling in Prisons for Canadian approach. An invitation to submit applications for the development of community based social marketing activities was launched under the specific-populations fund. The Canadian AIDS Treatment Information Exchange (CATIE) was funded $3 million under a contribution agreement to develop accessible processes and a pro-active system for knowledge exchange among front-line organizations and people affected by or at risk of HIV/AIDS. Consultations were held with national and regional non-governmental organizations, and over 300 front-line workers; an online ordering and distribution centre was established; resource cataloguing was improved; an environmental scan on trends and issues in epidemiology and prevention was completed; and 1-800 telephone and online inquiry services were established. Resources were developed for prevention, care, treatment and support for community based organizations and affected populations, and people living with HIV and AIDS. An implementation evaluation was completed, finding that the FI was essentially implemented as intended and recommending action to strengthen performance reporting and horizontal management. Technical expertise was provided on the use of dried blood spots (DBS) for serological and molecular testing of various blood borne and sexually transmitted infections. HIV lab testing was accredited to international standards: ISO 15189 – Medical Laboratories Standard. An audit was conducted in Feb 2008, and formal recognition by Standards Council of Canada was received in June, 2008. Currently, The Agency’s HIV lab is the first and only lab in Canada to have this accreditation level. The capacity of Canadian labs to perform accurate HIV-1 testing was enhanced through a national external quality control program providing standard samples, monitoring results, and responding to erroneous results. This quality program was expanded to include additional diagnostic tests. HIV-1 challenge samples including seroconversion and non-B reference samples were diagnosed and characterized. DNA sequencing on challenge samples revealed increasing genetic diversity in HIV strains in Canada. PHAC responded to more requests for diagnosis of acute HIV infections from Provincial Health Ministries. More project management plans were developed and integrated to improve the delivery of Canadian Quality Assessment Program for CD4 T-cell measurement. Expertise to implement a national quality assessment program was developed, along with expertise with affordable CD4 monitoring solutions to assist Canadian clinical labs. |
b. AIDS Community Action Program (ACAP) | $16.7 | $15.0 | $14.6 | Increased and improved collaboration and networking through: - multi-sector partnership development Increased awareness of HIV/AIDS through: - funding projects to engage target populations in awareness raising (promotion and prevention) events, presentations and campaigns on HIV/AIDS - supporting initiatives which explore and address issues of co-infection with Hepatitis C, TB and STIs Increased capacity (knowledge and skills) of individuals and organizations through: - funding projects to provide skills building sessions for staff and volunteers - development of specific strategies to reach priority populations, i.e., injection drug users, gay men, Aboriginal people, youth at risk, prison inmates, women, people from countries where HIV/AIDS is endemic Improved attitudes and behaviours towards people living with HIV/AIDS through: - policy changes and other initiatives that create a more supportive environment for people living with HIV/AIDS Improved access to quality HI/AIDS prevention, diagnosis, care, treatment and support through: - funding projects to increase the awareness of the social and economic factors that create barriers for those at risk and those people living with HIV/AIDS (e.g., addictions, housing, income) |
129 ACAP projects were funded across Canada; 83 were operational and 46 were time-limited projects. Four of these projects received joint funding through ACAP and the Hepatitis C Prevention program. Existing information systems were enhanced to better track and report on project outputs and outcomes. The ACAP projects reached all eight of the vulnerable populations identified in the FI. In particular, 91 of the projects had a focus on people living with HIV and AIDS, 54 had a focus on women, 53 on youth at risk, and 50 on gay men. The majority of funded projected reported the increased involvement of the target population in project activities. About one third of funded projects reported improvements in reaching out to target populations. Other results include increased opportunities for those who are affected by HIV and AIDS to make their needs known, an increased sense of belonging, and decreased isolation. Projects also reported that they reduced institutional resistance and stigma. In 2008-09, ACAP projects contributed to knowledge development by providing hundreds of prevention workshops for vulnerable populations, awareness campaigns and events, and support to people affected and/or living with HIV and AIDS. Participants, including service providers, indicated significant and widespread increases in knowledge of care, treatment and support options, as well as improved knowledge about HIV transmission and risk factors in target populations. In Ontario and Quebec, among projects tracking intentions to adopt practices that may reduce risk behaviours and HIV transmission, all reported improvements. Projects worked with a variety of partners to enhance access to services and address many of the social determinants of health to improve the quality of life for people living with HIV and AIDS and those vulnerable to the disease. In 2008‑09, 49 ACAP projects reported that it was their intention to improve access to health and social services. Among the 26 projects monitoring this systematically, over half reported improvements in access. Projects also worked to enhance their organizational capacity by providing skills building sessions for staff and volunteers. Projects developed organizational or community capacity beyond existing partnerships, attracted significant volunteer contributions, 25,900 hours at an estimated value of $528,000, made an impact on institutional and organization policies, and improved their evaluation practices and their capacity for reflective learning. |
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Health Canada | PA 1
First Nations Inuit Health Programming and Services (FNIHB) |
a. Bloodborne Diseases and Sexually transmitted Infections—HIV/AIDS | $4.0 | $4.0* | $3.6 | Increased awareness of HIV/AIDS: improved attitudes and behaviours through: - support to regions and communities in their efforts to launch HIV/AIDS community awareness campaigns that challenge negative attitudes and behaviours - support to Aboriginal organizations on HIV/AIDS activities with particular focus on youth, leaders and women Improved coherence of federal response through: - ongoing development of relationships within FNIHB, the Public Health Agency of Canada, and with other FN and Inuit partners such as Indian and Northern Affairs Canada and Correctional Services Canada to increase interdepartmental collaboration Increased availability and use of evidence through: - development of recommendations on how to expand HIV/AIDS program to other blood-borne pathogens (Hepatitis C and STIs) - promotion of efforts for the collection of epidemiological and surveillance data to enhance understanding progression of HIV/AIDS and Hepatitis C and increase the relevancy and effectiveness of the program |
First Nations (FN) and Inuit community organizations across Canada were funded to develop and deliver targeted prevention, education and awareness programs for health professionals, community leaders and community members, and to increase the knowledge and skills of individuals and organizations. Partnerships with National Aboriginal Organizations (NAOs) were supported through contribution agreements, as follows: The Assembly of First Nations (AFN) received funding to raise awareness around HIV/AIDS and for prevention, education, training and policy activities. The Canadian Aboriginal AIDS Network (CAAN) received joint funding from FNIHB and the Public Health Agency of Canada (PHAC) for the Second Indigenous/Afro-Descendants Peoples’ Pre-Conference on HIV/AIDS Sexuality and Human Rights, as part of the 17th International HIV/AIDS conference. CAAN was also jointly funded by FNIHB and PHAC to develop and promote Aboriginal AIDS Awareness Week. Pauktuutit hosted a Sexual Health Conference with joint funding from FNIHB and PHAC. The above-mentioned joint activities with PHAC addressed HIV/AIDS, sexually transmitted and blood borne infections and co-infection issues. As a result, epidemiological and surveillance data were collected, enhancing the understanding of the disease through various studies. Another joint effort with PHAC produced a reference manual on HIV and AIDS and Hepatitis C for nurses providing care to on-reserve First Nations people; this manual was disseminated to the regions across Canada. In Alberta, the Bloodborne Pathogens (BBP) and STI prevention program targeted funding was provided to 35 communities for community specific programs resulting in Wellness and STI Day, a provincial partnership to provide education, awareness and testing for HIV, Hepatitis C and STIs; condom, lube, and dental dam distribution; teaching at community gatherings and Pow Wows; school presentations; partnering with prenatal, parenting and youth groups; integration of information and awareness into health education, resulting in healthier choices; and access to testing, treatment, care and support. Undertook joint contribution funding for a project to address risk of transmission of BBP, STIs and violence, resulting in increased awareness of the need to present and share information in their communities; and deliver a peer education program for First Nations targeting First Nation youth which addresses relationships, violence and bullying, BBP/STIs, sexual health, alcohol and drugs. Partnerships were developed to increase community capacity, involving on and off reserve programs, AIDS Service Organizations (ASO’s), Hepatitis C projects and reserves. Results included ASO’s going on reserve to offer presentations and direct support to on reserve HIV positive clients. The Harm Reduction 101 project was piloted with 6 reserves, resulting in increased awareness of the services in the city and risks of getting involved in drug use and sex trade, and support for setting up needle exchange on reserves. National Native and Alcohol and Drug Abuse Program (NNADAP) training was developed in Treaty 8 communities, along with a BBP/STI check list for NNADP’s use. Training and presentations were delivered to nursing and health staff in communities. In partnership with PHAC and the Alberta Community HIV Fund, a survey addressing aboriginal preferences for accessing HIV and AIDS information and services was developed. A joint Community Health Representative (CHR) conference with the FNIH TB Program resulted in increased awareness of the importance of TB and HIV testing, treatment and care. Regional representatives collaborated on the planning of the Alberta Harm Reduction Conference to ensure First Nations and aboriginal content and focus; partnered with the Health Protection team to develop the First Nations Health Status Report Alberta Region 2008 - 2009 and specific community reports, focusing on BBP/STIs; and participated in the planning and dissemination of the reports. In addition, the regional representatives advised on the direct case management of clients and Prenatal HIV Mothers in partnership with Alberta Health Services, HIV Clinics and nurses on reserve as appropriate: no HIV positive babies were born on reserve. Community healthcare workers were supported and encouraged to attend the 8th Biennial Western Sexual Health Conference, CAANS conference and the Alberta Harm Reduction Conference. In Ontario, First Nation communities and Political Territorial Organizations (PTO) received $0.47 million through contribution agreements for education and awareness activities. Through a contribution agreement with the Canadian Aboriginal AIDS Network, a “Wise Practices Research and Capacity Building” conference and a BOOM drumming session were held in Toronto during November 2008. Funding through a contribution agreement was provided to Six Nations for an STI Project. A total of $0.16 million was provided to a PTO for an Education Circle and Youth Peer Training program. In Manitoba, training to identify regional partnerships was undertaken by Nine Circles Community Health Centre. A CHR Conference with a focus on HIV/AIDS and communicable disease control education was held involving 80 CHR’s from across Manitoba to share information and successes. Educational and awareness resources were provided to take back and use for community education. Manitoba region participated in the planning of Partners in Caring Conference to bring a diverse audience of individuals working in health and corrections together to consider the factors that increase risk for transmission of Hepatitis C, HIV and STI’s. Program staff participated in the Prairie HIV Conference in Winnipeg, in November 2008, hosted by Nine Circles, Health Sciences Centre, and Klinic to share information with other prairie organizations providing HIV/AIDS prevention education and awareness. In the Atlantic region, a community based research project was established between Healing Our Nations and Dalhousie University. A sexual health survey was created for piloting in the communities of Eskasoni, Big Cove, Bear River, and Millbrook. A Sexual health workshop for Innu was held in Goose Bay for approximately 60 participants, mostly youth and education workers. Regional representatives worked with consultants to develop evaluation skills and education programming for Eskasoni schools during May Hepatitis Awareness month. Cervical cancer awareness kits were distributed to Nova Scotia First Nation Tui’kn communities. A health promotion program was rolled out with Eskasoni schools to collect baseline data and information regarding the effect on pap test rates. Community Health Nurses (CHN) were provided with sexual health education at the annual Atlantic CHN nursing conference. In Saskatchewan, 71 first Nations communities accessed funding and delivered HIV and AIDS prevention education and awareness programs with community specific objectives and activities. Youth, prenatal women, and FN communities attended workshops and educational activities addressing HIV in the broader context of healthy sexuality. CHNs, health directors, NNADAP workers, mental health, youth workers, and health councillors participated in HIV and AIDS related educational sessions. Enhanced HIV Surveillance, using the Social Network Analysis tool with newly HIV diagnosed clients, facilitated enhanced social data collection and information, resulting in increased knowledge of HIV. There is continued support of harm reduction and needle exchange programs which incorporate culture and aboriginal teachings to address the risk of HIV transmission and the escalation of HIV cases in Saskatchewan. Environmental safety guidelines for sharps disposal were communicated to health care providers to enhance support of needle exchange, enhance safety and increase awareness of FN residents in alignment with Provincial Needle Exchange Review. In response to the escalation of HIV cases in Saskatchewan, FN stakeholders including front line health care workers worked, in alignment with the provincial HIV strategy, to intensify activities and effectively address the HIV impact in FN communities. Needle exchange programs that incorporated culture and aboriginal teachings and culturally competent objectives were developed to target FN at risk and marginalized people. In Quebec, 30 communities were funded to develop awareness and prevention activities specific to each community. The advisory committee “Cercle de l’espoir” continued to convene provincial and federal aboriginal partners. Research on sexual behaviours in FN communities in Quebec was undertaken: surveys were developed and participating communities were selected. A three-day training workshop for youth on sexual health, Defis des jeunes aigles, was delivered. A brochure on HIV was adapted for use with First Nations communities. Sexual health training was delivered to CHNs. Sexual health training in the Innu language was delivered to women in Innu communities. In partnership with the province, regional officials participated in harm-reduction programming involving nurses, psychologists and street workers to increase access to counselling, screening and needle exchange. In Pacific Region, Hepatitis C, HIV, and STI educational materials were disseminated to communities: Step Up (encourages HIV testing) and Stand True (discourages rumours and stigma) DVDs were developed and distributed at a First Nations and Inuit Health nursing conference, health fairs, community sites, and workshops. A flip book that shows how to put on a condom was completed, using humour to normalize the use of condoms. Chee Mamuk, a community organization developed, a curriculum on drugs and alcohol and HIV prevention for youth; and provided community HIV workshop to Snuneymuxw First Nation, involving 40 youth and adult participants. Two 5-day training sessions were provided on, Mobilizing on HIV and STIs in Aboriginal Communities for frontline staff working on-reserve to implement community plans. Follow up support was provided to participants, using the community readiness model to decrease barriers to community uptake, and to increase condom distribution. A Youth Positive Sexual Health messaging campaign and DVD were produced in partnership with the community host and a local AIDS Service Organization. Mobilizing on HIV/AIDS and STIs in Aboriginal communities was evaluated, and recommendations were developed. The Around the Kitchen Table HIV-Hep C co-infection Pilot Project was delivered in March 2009. Twenty women from 5 First Nation communities were trained to develop and deliver lesson plans to educate community members about HIV and Hepatitis C, resulting in the adaptations of tools appropriate to the communities, integration with other health information for participants, and preliminary discussion of future information sessions. The 12th Annual HIV/AIDS Conference was held, co-hosted by Healing Our Spirit and Northern BC Aboriginal HIV/AIDS Taskforce in Prince George. Over 300 delegates throughout BC FN communities attended. The Taskforce hosted three, 3-day, regional sessions resulting in youth learning how to plan, prepare and facilitate training sessions in their home community on education, awareness and prevention of HIV/AIDS. All First Nation communities received per capita funding to provide a wide variety of prevention and awareness activities in their communities. Point of Care training was piloted. A second FN community received POC training and provided testing as indicated. Evaluation plans and the involvement of additional communities were initiated. Note: approximately $0.4M was transferred from Health Canada to the Public Health Agency of Canada. |
PA 2 International Health Affairs | a. Global Engagement | $1.7 | $1.6 | $0.7 | Improved coherence of the global federal response to HIV/AIDS through: - coordinated Government of Canada engagement in the XVII International AIDS Conference - expanded information sharing opportunities and collaborative activities with international organizations and within international for a - increased policy coherence across the Federal Government’s global HIV/AIDS activities Strengthened pan-Canadian response to HIV/AIDS through: - support for projects that engage Canadian HIV/AIDS organizations in the global response |
Government of Canada engagement in the XVII International AIDS Conference was coordinated, by leading the interdepartmental Federal Secretariat. The International Policy Dialogue on HIV and Disability was hosted in Ottawa, March 2009, and produced recommendations. Policy and technical expertise on HIV/AIDS, TB and Indigenous Peoples was shared among Health Portfolio experts and members of the Northern Dimension Partnership in Public Health and Social Well-being at a March 2009 meeting. Renewed terms of reference and a work plan were developed for the Consultative Group on Global HIV/AIDS Issues. Conclusions from the recent review of the Group’s work and Terms of Reference indicate that all government and civil society partners see great value in continuing and strengthening this collaborative initiative. A number of concrete recommendations were provided in order to strengthen the relevance, focus, and functioning of the group, as well as its impact on policy and programme development. Health Portfolio interests were integrated at UNAIDS Programme Coordinating Board meetings. Policy support was provided to HRSDC for International Labour Organization negotiations on HIV/AIDS and world of work. Eleven Canadian organizations were selected to receive HIV/AIDS small grants funding to undertake initiatives in palliative care, HIV treatment literacy, midwifery education, pre-exposure prophylaxis, and HIV testing. |
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Canadian Institutes of Health Research (CIHR) | PA 1
HIV and AIDS Research Projects and Personnel Support |
a. HIV and AIDS Research Initiative | $22.6 | $20.6 | $21.9 | Increased and improved collaboration and networking through: - funding and participating in HIV/AIDS conferences/workshops; and - participating in FI Accountability Working Group and Responsibility Center Committee and engaging appropriate federal partners in CIHR activities Increased availability and use of evidence through: - funding HIV/AIDS research projects across a broad spectrum including socio-behavioural, biomedical, clinical, clinical trials infrastructure, and community-based research - providing new research funding opportunities for scientists in strategic areas of HIV/AIDS research Increased capacity (knowledge and skills) of individuals and organizations through: - launching strategic capacity building initiatives and providing funding for training and salary awards Strengthened pan-Canadian response to HIV/AIDS through: - finalizing a strategic plan for the CIHR HIV/AIDS Research Initiative and communicating it broadly - participating in the development of a national research and knowledge translation framework - building effective partnerships with and engaging in meaningful dialogue with key stakeholders |
In 2008-09, with combined CIHR and Federal Initiative funding, CIHR funded 230 grants, 159 awards and 15 Canada Research Chairs in the area of HIV/AIDS. This investment totalled approximately $39.7 million in HIV/AIDS research. This funding flowed directly to HIV/AIDS researchers in universities and research institutions across Canada. Through the Community-based Research Program, 14 new grants (4 Aboriginal Stream; 10 General Stream) and 9 capacity-building grants and awards (3 Aboriginal Stream; 6 General Stream) were approved in 2008-09. HIV/AIDS researchers supported by CIHR made significant achievements in addressing the HIV/AIDS epidemic both in Canada and globally. CIHR-supported outcomes in this area included: improved housing policy and services spearheaded by the first longitudinal community-based initiative in Canada to examine housing stability and housing outcomes among people living with HIV. This community-academic-policy partnership has also been the catalyst for capacity development in the area and for local, national and international partnerships that are leading to better housing and other supports for people with HIV; the identification of more than 15 proteins in Kenyan sex workers that appear to be markers for natural immunity to HIV infection which could ultimately lead to the development of a vaccine or microbicide to prevent HIV infection; and demonstration of how two specific genes are involved in an innate resistance to HIV infection. This study opens the way for new ideas in the fight against HIV infection through boosting the innate immune system. Eight new research funding opportunities were developed and funded grants and awards were released through Priority Announcement competitions. Meritorious research grants and awards resulted from CIHR open competitions for research that would not otherwise be funded. Twelve targeted research funding initiatives were launched, addressing such themes as: development of the integrated network of Canadian HIV/AIDS centres specializing in health services and policy research; mental health and addiction co-morbidities of HIV/AIDS; and creation of national training initiatives in HIV/AIDS research. Over the next five years, these funded groups will support research activities that support Federal Initiative areas of interest such as determinants of health, prevention, improved health services, knowledge exchange and global collaboration. Five Requests for Application were launched under the HIV/AIDS Community-Based Research (CBR) program in June 2008, including key research and capacity-building components across both Aboriginal and General funding streams. Evaluation of the CBR program was undertaken in 2008 against objectives of: promotion of role of communities in the research process; building on the strengths of communities best equipped to provide care, treatment and support to those already affected; prevention of HIV. The evaluation of CIHR'S HIV/AIDS Community Based Research Program Final Report demonstrated that the program was helping communities and academia respond to the HIV/AIDS epidemic, building research capacity at the community level and in academic circles. Specific recommendations to improve the program were made, and a three-year implementation plan is under development. CIHR’s 2008-13 Strategic Plan for HIV/AIDS research was finalized after extensive consultation with the HIV and AIDS research community. Canada’s strategic HIV and AIDS research priorities, positioned in the context of an overarching CIHR strategic plan, will guide CIHR HIV and AIDS Research Initiative investments over the next five years. The translation of HIV/AIDS research results into action was promoted as part of an integrated knowledge translation (KT) strategy, integrated KT requirements in team grants; and direct funding support for knowledge synthesis grants; knowledge to action grants; meeting, planning and dissemination grants; end of grant KT funding; travel grants; and partnerships for health system improvement grants. |
Correctional Services Canada (CSC) | PA1
Custody PA 2 Community Supervision |
a. Institutional Health Services Public Health Services b. Community Health Services Community Public Health Services |
$4.2 | $4.2 | $3.7 | Improved collaboration and networking through: - expanded information sharing opportunities and collaborative activities within the Federal, Provincial and Territorial Heads of Corrections Working Group Increased awareness of HIV/AIDS through: - increased awareness of the need for innovative research initiatives on infections diseases within the federal offender population Increased capacity (knowledge and skills) of individuals and organizations through: - continued support of and participation in training and learning opportunities for correctional health care professionals Improved access to quality prevention, diagnosis, care, treatment and support through: - improved coordinated discharge planning programs for federal offenders with infectious diseases and other physical health problems being released into the community - enhanced, gender specific infectious disease care, treatment and support, in accordance with professionally accepted health standards for women offenders through the development of a framework for a women offender infectious disease strategy - culturally appropriate health programs and services for Aboriginal offenders in federal correctional institutions - reduced transmission of infectious diseases among federal offender populations through sustained harm reduction programs and measures - expanded health promotion initiatives to encourage healthy behaviours with the federal correctional environment Increased availability and use of evidence through: - augmented surveillance and data collection activities in order to better inform infectious diseases policy and program initiatives - better informed internal policies and programs using results of an extensive inmate survey on risk behaviours |
The Federal, Provincial and Territorial Heads of Corrections Working Group on Health met twice. Representatives from CSC and each province and territory in Canada, as well as representatives from the Working Group on HIV/ AIDS and the Agency. A variety of health promotion and education strategies were used to encourage healthy behaviour among offenders. These included inmate-lead projects and activities to encourage healthy behaviours such as use of harm reduction measures under the Special Initiatives Program, educational sessions delivered by health professionals, health fairs in various institutions, and health-related interactive learning tools. The Peer Education Course (PEC) was updated and its 19 modules provide in-depth information pertaining to Blood-Borne and Sexually Transmitted Infections (BBSTIs), Tuberculosis (TB), and health promotion. Upon completion of the course, Peer Educators, provide support, information and organize activities related to health, and BBSTI and TB prevention for other inmates. There is also a separate PEC Women’s Component which deals with infectious disease and other issues specifically related to women offenders. Discharge Planning Guidelines were issued in February 2008. Regional training sessions were held to ensure continuity of care for offenders with complex, ongoing infectious diseases when being transferred to another institution, and during pre-release planning for their return to the community. Approximately 400 participants attended the regional training sessions. Regional Discharge Planning Coordinators also worked to ensure the continuity of care with community partners upon transfers and releases. The Women's Infectious Disease Strategy had a needs assessment conducted to determine the course of action for the development of wellness materials for the women offenders. As a result of the needs assessment, it was determined that it would be best to use an integrated approach to enhance the wellness information offered in other programs. The project will include the development of new materials and resources to be used by facilitators of the program and the women offenders to enhance self-responsibility of health. Regional Aboriginal Health Coordinators promoted health among Aboriginal populations. An Aboriginal Health Strategy was developed in consultation with stakeholders. Surveillance and data collection have been enhanced, increasing the timeliness of evidence-based decisions. Preliminary analysis of results from the National Inmate Infectious Diseases and Risk Behaviours Survey was completed. |
Total | $84.4 | $73.1* | $69.2 |
* In the section on Health Canada in the above table, the correction of a $1.3M overstatement in the 2008-09 Report on Plans and Priorities changed planned spending identified for Health Canada’s First Nations Inuit Health Programming and Services from $5.3M to $4M and total planned spending from $74.4M to $73.1M.
18. Comments on Variances: The original allocation of $84.4 million was reduced to $73.1 million in 2008-09 through reallocations to CHVI and other government priorities. The variance in planned spending and actual spending of $3.9 million was caused by the deferral of some activities.
19. Results to be achieved by non-federal partners (if applicable): Major non-governmental stakeholders are considered full partners in the Federal Initiative to Address HIV/AIDS in Canada. Their role is to engage and collaborate with government, communities, other non governmental organizations, professional groups, institutions and the private sector to enhance the Federal Initiative to Address HIV/AIDS in Canada’s progress on all outcomes identified above.
20. Contact information:
Stephanie Mehta
Senior Policy Analyst
100 Eglantine Driveway
Ottawa, Ontario K1A 0K9
(613) 954-4502
Stephanie_Mehta@phac-aspc.gc.ca
1. Name of Horizontal Initiative: Preparedness for Avian and Pandemic Influenza
2. Name of Lead Department(s): Public Health Agency of Canada (Agency)
3. Lead Department Program Activity: Infectious Disease Prevention and Control
4. Start Date of the Horizontal Initiative: 2006
5. End Date of the Horizontal Initiative: ongoing
6. Total Federal Funding Allocation (start to end date): $617M from 2006-07 to 2010-11
7. Description of the Horizontal Initiative (including funding agreement): Canada recognized the potential for the spread of Avian Influenza (AI) virus to wild birds and domestic fowl in Canada and the potential for a human-adapted strain to arise, resulting in human-to-human transmission, potentially triggering a human influenza pandemic. A coordinated and comprehensive plan to address both avian and pandemic influenza was put in place starting in 2006.
In 2006 the Health Portfolio received $422 million over 5 years to improve preparedness for avian and pandemic influenza. The majority of the initiatives are ongoing. Initiatives are being launched in the areas of vaccines and antivirals, surge capacity, prevention and early warning, emergency preparedness, critical science and regulation, risk communication, and inter-jurisdictional collaboration. Efforts also will be undertaken to fill gaps in on-reserve planning and preparedness and to enhance federal capacity to deal with an on-reserve pandemic.
Under the umbrella of Preparing for Emergencies, in 2006 the Canadian Food Inspection Agency obtained $195 million to be spent over 5 years to enhance Canada’s state of AI Preparedness. Canada’s AI Working Group was established in 2006 to update policies, protocols, operating procedures, and systems to enhance Canada’s state of preparedness—through collaborations and partnership— in 5 pillars of strategies and processes for prevention and early warning, emergency preparedness, emergency response, recovery, and communications.
8. Shared Outcome(s): These initiatives will allow the federal government to strengthen Canada’s capacity to prevent and respond to immediate animal health and economic impacts of AI while increasing preparedness for a potential pandemic.
Greater Protection for Canadians from improved vaccines and antivirals, improved emergency preparedness, and increased surge capacity to better address peak periods, as well as through critical science and regulation processes in the area.
Enhanced on-reserve planning and preparedness and improved federal capacity to deal with an on-reserve pandemic.
Response speed and understanding enhanced through prevention and early warning measures, risk communication and inter-jurisdictional collaboration.
9. Governance Structure(s): Under the auspices of the Deputy Minister’s Committee on Avian and Pandemic Influenza Planning (CAPIP) a Director’s General committee, with representation from the Agency, Health Canada, the Canadian Institutes of Health Research and the Canadian Food Inspection Agency, has been established to oversee this horizontal initiative.
10. Federal Partners | 11. Federal Partner Program Activity (PA) | 12. Names of Programs for Federal Partners | 13. Total Allocation (from Start to End Date) | 14. Planned Spending for 2008-09 |
15. Actual Spending for 2008-09 |
16. Expected Results for 2008-09 |
17. Results Achieved in 2008-09 |
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Public Health Agency of Canada | Infectious Disease Prevention and Control | a Vaccine readiness and clinical trials | Ongoing | $13.3 | $13.7 | Support for expanded production capacity and production of clinical trials of a mock H5N1 vaccine to help ensure timely availability of a safe and effective vaccine to all Canadians in the event of a pandemic, helping to reduce the extent of illness and death. Improved vaccine adverse event reporting for both annual flu vaccine campaigns and the use of a vaccine in a pandemic to allow a timely response to any adverse effects and increase public confidence in Canada’s public health system. | Materials were acquired to manufacture doses of pre-pandemic H5N1 vaccine. A $2 million contract amendment was made for an H5N1 clinical trial on rapid dosing schedules. |
Infectious Disease Prevention and Control | b. Rapid vaccine development and testing | Ongoing | $1.8 | $2.0 | Enhanced domestic ability for research and development of vaccines for novel influenza viruses and other emerging infectious diseases and an improved body of knowledge to contribute to the development of new strategies for influenza vaccines and to help allow a more timely and effective response to future influenza threats. | Established a rapid vaccine development testing capacity for the testing of new influenza vaccines. Capacity in research and reference services was increased. | |
Emergency Prepared-ness and Response | c. Contribution to National Antiviral Stockpile | Ongoing | $12.7 | $1.4 | An increased national stockpile of antivirals for the use of health care professionals and institutions will allow treatment to all Canadians who need it, helping to bridge the gap until a pandemic vaccine can be produced, thereby reducing the number of deaths in the event of a pandemic. | Target stockpile of 55.7 million doses was achieved. | |
Emergency Prepared-ness and Response | d. Additional antivirals in National Emergency Stockpile System (NESS) | $12.5 (in 2007-08 only) |
- | $4.8 | An antiviral reserve beyond the national antiviral stockpile to give the Government of Canada the flexibility to support the initial containment of a potential pandemic influenza outbreak, either domestically or abroad, by providing surge capacity to support provincial and territorial efforts against an outbreak and by providing appropriate protection to designated essential federal employees. Contribute to a more timely and effective response to a pandemic situation thus providing better protection of Canadians. | An additional stockpile of 14.9 million doses of antivirals was put in place in the NESS to provide surge capacity to support provinces and territories. | |
Infectious Disease Prevention and Control | e. Capacity for Pandemic Preparedness | Ongoing | $4.9 | $6.0 | Strengthened capacity for pandemic issues to allow the Agency to provide more strategic policy advice to the Minister and support improved collaboration and coordination on avian and human influenza issues across the Government, with provinces and territories, internationally, and with the private sector. Further, strengthened capacity for policy advice in federal, provincial, territorial liaison, the private sector and executive briefing will allow for more timely identification of issues and responsive decision making in a changing environment. Provide timely and consistent strategic regional intelligence on matters related to avian and pandemic influenza. A system to collect, analyze and disseminate regional intelligence will be developed which, along with more coordinated intergovernmental and regional communication involving the federal health portfolio and other stakeholders, will strengthen collaboration and increase the capacity of the Agency and its partners to anticipate and respond to an outbreak. |
Capacity was in place for the Agency to provide leadership, advice and coordination for the government, provinces and territories, across sectors and internationally on avian and human health matters relating to potential influenza pandemic. Examples include a Private Sector Working Group (PSWG) meeting on avian and pandemic influenza, several meetings with provinces and territories including progress on a Memorandum of Understanding on Roles and Responsibilities in Pandemic Preparedness and Response. A travel health booklet was distributed. A federal, provincial and territorial Oversight Committee was established reporting to the Public Health Network. Regional staff was augmented in some areas. Participation at provincial and regional communications network meetings was increased. Developed systems for monitoring and reporting on the Canadian public health, including protocols for intergovernmental action. Urban First Nations and Métis Pandemic Preparedness Think Tanks were held in Saskatoon and Winnipeg. A Nunavut community template for pandemic preparedness was developed. |
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Infectious Disease Prevention and Control and Strengthen Public Health Capacity |
f. Surveillance Program | Ongoing | $8.9 | $5.4 | Improved and interoperable components of the Canadian public health surveillance system will reach into a broader range of settings and issues such as surveillance in health care settings, wild bird surveillance and ensuring the safety of the blood supply. This system, supported by a robust systems platform, new and/or improved policies and/or information sharing agreements, and the efficient analysis and interpretation of the data collected, will allow more timely identification of potential outbreaks, thereby moving towards a more effective response and thus reducing illness and death in the event of an AI outbreak or human influenza pandemic. | A governance structure was put in place to implement a comprehensive surveillance strategic plan that will address areas of integration, partnerships and collaboration, knowledge management, and performance measurement. A new National Non-Enteric Zoonotic Disease Working Group within the Public Health Network’s Communicable Disease Control Expert Group was formed to deal with issues related to animal-to-human infections that are not typically transmitted through food or water. Early detection in wild birds was improved through a better integrated Canadian surveillance system. Collaboration with provinces and territories was improved through the revisions of Annex F of the Canadian Pandemic Influenza Plan. Potential for pandemic influenza in the blood system was monitored and work began on the related World Health Organization and Health Canada recommendations. Continued support was provided for national case management systems such as Public Health Information System (iPHIS) and Canada Health Infoway’s Panorama. |
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Emergency Prepared-ness and Response | g. Emergency preparedness | Ongoing | $7.1 | $7.2 | A more robust, efficient, effective response to a human influenza pandemic through improved communications, integrated and tested plans, and improved local capacity to result in reduced mortality and morbidity among Canadians, and demonstrate Government of Canada leadership and foresight in the event of an avian or pandemic influenza outbreak. The Agency’s Regional Offices actively engaged in promoting and enhancing national, regional, provincial and territorial pandemic planning through a variety of activities, including facilitating and promoting pandemic planning among federal departments and with provincial, Aboriginal and local governments and stakeholders. |
Emergency Operations Centre (EOC) technology was upgraded to provide seamless communications with federal, provincial, territorial and international stakeholders. Six regional emergency preparedness and response officers were engaged and established coordination centres in each region. Tabletop pandemic preparedness exercises were conducted for the health portfolio in the regions. Regional staff was trained in the Incident Command System. Canadian laboratories that deal with dangerous pathogens were certified or re-certified. Work was undertaken for Canada to meet its June 2012 International Health Regulations obligations. Preparatory meetings were held with various interested parties throughout the country. | |
Emergency Prepared-ness and Response | h. Emergency human resources | Ongoing | $0.4 | $0.2 | A viable response plan for the human resource capacity of the Agency and effective operational support to meet Agency requirements during a health crisis to allow the quick mobilization of Agency staff members in the event of a health crisis. Supporting preparedness measures to ensure that Agency’s services to Canadians can continue uninterrupted in the event of a public health emergency, reinforcing public confidence in the Canadian health system. | Several staffing measures to address shortages were undertaken including providing focussed staffing expertise to address pandemic influenza related positions. | |
Infectious Disease Prevention and Control | i. Winnipeg lab and space optimization | Ongoing | $4.5 | $2.4 | Additional biocontainment research space to allow additional efforts on diagnostic testing and research on avian and human influenza, resulting in more timely identification of a pandemic virus and a better understanding of its characteristics, thus helping to reduce illness and death in the event of an outbreak or pandemic. Establishing an off-site storage and stores facility to allow the National Microbiology Laboratory (NML) to reallocate existing lab-related space and expand the capacity to receive and process specimens. |
The laboratory building purchased and the renovations started. The naming process approval was obtained. The concept design was produced and programs and services that will occupy the building have been confirmed. Space in the NML for laboratory research and response capacity has been increased with the move of shipping and receiving and storage to the off-site location. |
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Infectious Disease Prevention and Control | j. Strengthening the public health lab network | Ongoing | $1.2 | $1.1 | An increased and better linked and coordinated capacity across jurisdictions for laboratory diagnostic testing, with a focus on antiviral, immunization and surveillance issues, will help to ensure more timely identification of new or emerging viruses, allowing a pandemic virus to be more quickly isolated so that vaccines and more effective treatment options can be developed, thus reducing illness and death in the event of an AI outbreak or human pandemic. | The Canadian Public Health Laboratories have been instrumental in revising the laboratory component of the pandemic plan. A network of the Agency’s laboratory surveillance officers in provincial and territorial laboratories has been established to coordinate a national laboratory response in support of the surveillance strategy. Federal and provincial public health laboratories acquired pandemic influenza diagnostic equipment. | |
Infectious Disease Prevention and Control | k. Influenza research network | Ongoing | $6.8 | $0.8 | Improved decision-making respecting pandemic preparedness, control and treatment through systematic identification of research priorities along with mechanisms to rapidly generate research findings and promote access to and utilization of new knowledge through effective translation strategies. | Some research activities have started, but other priorities have required resources being assigned to other areas. | |
Infectious Disease Prevention and Control | l. Pandemic influenza risk assessment and modeling | Ongoing | $0.8 | $0.6 | An improved federal capacity for mathematical modeling, statistical analysis, and operations research on pandemic influenza issues will allow a better understanding of the spread of influenza and the effect of epidemics or pandemics on Canadians, allowing more timely and evidence-based decision making on public health responses, thus helping to reduce the extent of illness or death in the event of an AI outbreak or human pandemic. | Fourteen studies, including peer-reviewed articles and workshop reports, were produced on the use of mathematical modelling to evaluate intervention effectiveness. A working partnership was established with a network of mathematical modellers in Canadian universities and internationally, such as the World Health Organization H1N1 Modelling Network. A working partnership was established with provincial modelling networks led by two key provincial public health agencies: British Columbia Centre for Disease Control and Ontario Agency of Health Protection and Promotion. | |
Infectious Disease Prevention and Control | m. Performance and evaluation | Ongoing | $0.6 | $0.4 | Collection of relevant information to effectively measure the design, management, implementation, and impact of the Pandemic Influenza Strategy. Future evaluation activities and measurement of intended outcomes will contribute to ongoing decision making that reflects best practices and value for money, thereby ensuring that avian and pandemic influenza preparedness measures are reaching their intended objectives. | A performance measurement framework and evaluation plan was developed and approved. A common web-based data collection system was prepared for finalizing and piloting. The evaluation data analysis framework was developed. | |
Infectious Disease Prevention and Control | n. Pandemic influenza risk communications Strategy | Ongoing | $1.8 | $1.2 | Provide citizens, governments and key stakeholders with appropriate information to make effective decisions about health and safety before and during an influenza pandemic. Ensure consistent and complementary communications among health partners through strong communications networks. Support the federal government’s leadership role and credibility with citizens and partner organizations to reinforce confidence in Canada’s public health system, before, during, and after an influenza pandemic. |
A 3-year pan-Canadian social marketing campaign on influenza and infection prevention strategy was developed and approved by PHN Council and Deputy Ministers. A behavioural study on infection prevention and control of the general population, Aboriginals, and parents with children under 18 to inform social marketing, web, and communications planning, was carried out. Inventories of federal / provincial / territorial influenza and pandemic communications and social marketing products and interventions were compiled. A federal / provincial / territorial portal, www.fightflu.ca, was launched as a cornerstone for coordinated marketing and communications efforts. To address gaps in operational communications protocols, a federal / provincial / territorial Pandemic Communications Operational Plan was developed to address considerations identified in the pandemic horizontal risk assessment. | |
Infectious Disease Prevention and Control and Strengthen Public Health Capacity |
o. Skilled national public health workforce | Ongoing | $5.6 | $3.3 | The new Canadian Public Health Service Program (CPHSP) to hire a variety of public health professionals to address key gaps in provinces, territories, local jurisdictions and other public health organizations, as part of an expanded and strengthened public health work force. Public Health Officers in this program are directly serving their host organizations, while having the benefit of individualized learning plans supported by the Agency. Through the combination of career-positive professional development and field experience, the program will address current gaps in public health at all levels, including planning, surveillance and management of disease, risks to health, and emergency response with particular reference to avian or pandemic influenza. Discussions concluded with all provincial departments of health to determine public health capacity gaps and how CPHS staff can be most effectively deployed to address them. A system of regional coordination in place to contribute to efforts to achieve better integration across jurisdictions and address gaps and surge capacity. |
Progress in staffing has been made in regions and headquarters to address critical shortages. Regional CPHS coordinators were provided an orientation program. | |
Health Canada | Health Products | a. Regulatory activities related to Pandemic Influenza Vaccine - | Ongoing | $1.4 | $1.4 | HPFB will implement the recommendations of the World Health Organization (WHO) assessment visit of National Regulatory Authority held in January 2007. Health Canada is proceeding with amendments to the Food and Drug Regulations to introduce new regulations for Extraordinary Use New Drugs (e.g., an authorization process specific to drugs for emergency preparedness) and Block Special Access Program (e.g., the release of a quantity of unauthorized drug for use in an emergency scenario). Amendments finalized by early 2008-09. Should a pandemic be declared in advance of completion of these amendments, they would be implemented via the interim order provision. Interim order prepared to authorize a vaccine against H5N1 strain, which would be donated to WHO for stockpiling and distribution to lesser developed countries in need of vaccine. This order will be drafted by end of this fiscal year. |
In response to the WHO recommendations, Health Canada’s Biologics and Genetic Therapies Directorate is working with the Public Health Agency of Canada to strengthen linkages between the programs, and are implementing Quality System processes within the program. Health Canada participates in the development of WHO Guidelines on Regulatory Preparedness for Human Pandemic Influenza Vaccines. Health Canada finalized the guidance document for manufacturer of pandemic vaccines. Health Canada has also completed the evaluation of a candidate/prototype vaccine and authorized its use for Canadian clinical trials, we have trained additional laboratory staff to support the increased demand for lot release testing, and have established an immunochemical method for potency testing in lot release, as well as optimizing the universal antibody assay for seasonal and pandemic flu vaccines to increase sensitivity. Although unfunded under AI/PI, work continues with regard to the SAP Block Release Regulatory Amendments. As a result of new regulatory requirements implemented by TBS, the publication in Canada Gazette had to be delayed. The new target date is Q3 2009-10. |
Public Policy Services | b. Resources for review and approval of antiviral drug submissions for treatment of pandemic influenza | Ongoing | $0.3 | $0.3 | Health Canada to develop an “accelerated review process” based on the current review process models and this new process for reviewing the influenza drug submissions applied. This accelerated review process will be posted on our regular channels of communication, including on the Web, as Guidance Document to the Industry. The reviewers are being trained on the aspects of the “accelerated review” and will be ready to apply the new protocol. | Health Canada has completed a draft external Issue Analysis Summary and Expedited Pandemic Influenza Drug Review Protocol. Drug Submission Reviewers training in the “accelerated review” process is ongoing. The accelerated review process for reviewers use is currently being revised and finalized for distribution through regular communication channels. |
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Human Resource Management | c. Establishment of a crisis risk management unit for monitoring and post market assessment of therapeutic products | Ongoing | $0.4 | $0.4 | Emergency preparedness plans specific to pandemic influenza will be put into place for dealing with staff shortages and lack of trained personnel for pharmacovigilance and product vigilance. Strategies developed for expedited surveillance, assessment and risk communication for anti-virals and other relevant health products. Recruitment and cross training of existing staff provided for a limited incremental increase to risk surveillance, assessment and management capacity to deal with anti-viral adverse reaction information. Communication links with federal, provincial, territorial and other stakeholders continued to be refined. |
Complete Outreach and education provided to all staff. Surveillance on antivirals now ongoing. Ongoing |
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FN/Inuit Community Programs | d. First Nations and Inuit Surge Capacity | $1.5 (2007-08 to 2009-10) |
$0.4 | $0.4 | Ongoing development and delivery of culturally appropriate training packages for First Nations and Inuit communities to allow them to build an increased capacity to respond to AI or a human pandemic with the health care workers already in those communities, helping to ensure a more rapid identification of and immediate response to any outbreaks, and thus reducing illness and death in the event of a pandemic. | First Nations and Inuit Health Regions have developed educational materials (e.g., posters, pandemic preparedness checklists, and manuals) on infection control, self-care measures and pandemic planning for FN. Furthermore, pandemic preparedness and response presentations have been delivered in FN communities across the country. | |
Governance and Infrastructure support to FN/I health system | e. Strengthening Federal Public Health capacity | Ongoing | $0.7 | $0.7 | Enhanced capacity to deal with outbreaks or emergencies in First Nations and Inuit communities, along with strengthened links to other public health and emergency preparedness actors, allow a more timely response to avian pandemic influenza outbreaks in these communities, thus reducing illness and death in the event of a pandemic. | Communicable Disease Emergency Nurse Coordinators are employed in all First Nations and Inuit Health Regional offices, and regional plans developed. Relationships have been established with other federal departments, national and regional Aboriginal organizations, provinces, to ensure a comprehensive and coordinated response to public health emergencies, including an influenza pandemic, in on-reserve First Nations communities. | |
Emergency Preparedness | f. First Nations and Inuit emergency preparedness, planning, training and integration | Ongoing | $0.4 | $0.4 | Ongoing development and testing of community pandemic influenza preparedness plans in all FN/I communities, along with established emergency management communication pathways among local communities and health authorities, regional, provincial and national partners and stronger linkages with federal efforts will ensure a more effective response in the event of an outbreak in an FN/I community, and thus contribute to reduced illness and death in the event of a pandemic. | To date, on-reserve First Nations communities have been engaged in influenza pandemic planning, but at differing levels. Close to 400 on-reserve First Nations communities have tabletop tested their community-level influenza plan. Provinces have attended or participated in many of these exercises. | |
Passenger Conveyances | g. Public health on passenger conveyances | Ongoing | $0.3 | $0.3 | A trained and prepared cadre of Emergency Health Officers and other partners at points of entry to help to ensure more timely detection, identification and remediation of avian or pandemic influenza as public health threats onboard conveyances or at ancillary service sites, thereby helping to reduce illness or death in the event of a pandemic. These measures also help improve Canada’s compliance with the International Health Regulations, although some gaps may still be present. | Ongoing program delivery. Delivered enhanced quarantine and decontamination training to designated Environmental Health Officers; conducted Training needs assessment. Led and participated in capacity testing exercises at major and secondary points of entry. Maintained active partnership with Public Health Agency of Canada Quarantine Program in place to provide a cohesive Health Portfolio response capacity. Active input to development of IHR Capacity Assessment process. |
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Canadian Institutes of Health Research | Pandemic Preparedness Strategic Research Initiative | a. Influenza research priorities | $21.5 (2006-07 to 2010-11) |
$5.5 | $5.2 | Peer review and fund research projects. Develop and launch requests for research applications, if needed. Hold first annual meeting of funded researchers, stakeholders and decision makers to review progress on funded projects, research outcomes and consult on future research needs. Chair Research Sub-committee meetings of Avian and Pandemic Influenza Operations Director General Committee Mid term evaluation. |
Applications were peer reviewed and funded: • 9 Team Grants • 2 Team Leader Grants • 1 Operating Grant • 3 Catalyst Grants • 1 Meeting, Planning and Dissemination Grant Through partnership, an additional $2.7 million was invested in the 16 funded projects. New targeted funding opportunities focused on public health, outbreak research and translation of research findings were developed and launched. The Canadian Pandemic Preparedness Meeting: From Discovery to Frontlines, held in Winnipeg in November 2008, helped to enhance collaboration by providing researchers with networking opportunities and by building ties between researchers and research users, and between animal and human researchers. Continued to develop a strong network of researchers, ensuring Canada has the necessary expertise to respond effectively in the event of a pandemic. This expertise can also be used to assist other countries in crisis. The first meeting of the Research Working Group (RWG) was held in December 2008. Terms of Reference where developed for the RWG and approved by the Avian and Pandemic Influenza Operations DG Committee. A midterm evaluation assessed the overall design and implementation phase of the Initiative. Results of the evaluation will be used to inform future activities and other emerging infectious disease initiatives. The evaluation identified the following important areas requiring attention: - stimulation of pandemic preparedness research with a public health focus and; - facilitation of broader engagement of the influenza research community in knowledge exchange and uptake. The evaluation found that the initiative has been especially successful in developing solid and productive partnerships, developing consensus on research priorities, implementing tools to address these priorities and providing a solid foundation for future success. The overall conclusion of the evaluation is that the design, delivery and initial outputs are ensuring that its goals of improving Canada’s pandemic preparedness and increasing research capacity in the area can be met. |
Canadian Food Inspection Agency | Zoonotic Risk | a. Animal vaccine bank | $2.4 | $0.4 | - | Maintain a high state of preparedness for the possible use of poultry vaccination as a disease control tool during an AI outbreak in order to control AI in animals and prevent its spread to humans. | Discussions continued on the disposition of previously purchased poultry vaccine which will reach its sustainable shelf life in 2009. A vaccine sharing agreement has been put in place between the United Sates Department of Agriculture and CFIA. |
Zoonotic Risk | b. Access to antivirals | $0.6 | $0.1 | - | Maintenance and exercise of protocols and strategies to provide access to antivirals to enhance the Government of Canada’s flexibility to support the initial containment of a potential AI outbreak and provide appropriate protection to federal employees, ensuring a more timely and effective response to an AI situation and better protection of Canadians. | Continued to maintain the antiviral stockpile. Response to outbreak situations (AI in British Columbia) provided an opportunity to test and refine protocols for the provision of antivirals to responders |
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Zoonotic Risk | c. Specialized equipment | $33.6 (2006-07 to 2008-09) |
$20.0 | $0.5 | Continued investment in and maintenance of specialized supplies and equipment to enhance capacity and allow a more timely and effective response to possible AI outbreaks, containing the spread and contributing to better protection of Canadians. | Successfully deployed the national stockpile inventory as part of an AI emergency response in 2009. Further developed the inventory to ensure ready-access to necessary equipment and supplies within hours of a declared emergency. Specialized equipment maintained by the Agency in 2008-09 includes four Modified Atmospheric Chambers (MAC) used for the humane destruction of infected poultry. Purchased equipment to enhance CFIA’s capacity to respond to an avian influenza outbreak including: equipment for maintenance of telecommunications satellite connectivity, data loggers, probes, temperature sensors, air monitoring equipment, calibration equipment, respirators, shelters, pressure washers and manifolds. Rented storage space for large equipment, including CO2 manifolds. |
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Zoonotic Risk | d. Laboratory surge capacity and capability | $22.1 | $2.6 | $4.6 | Increased coordination capacity with the creation of an integrated lab network across the country (federal, provincial and university labs). This network to allow for rapid testing, detection and reporting of AI. | Improved surge capacity and diagnostic capability across Canada by training and certifying lab analysts that are part of the Canadian Animal Health Surveillance Network (CAHSN) laboratories, and by continuing to offer training, re-training and/or certification sessions. Established an information sharing link between the CAHSN and the U.S. Animal Health Laboratory Network with the goal of a future direct electronic link between the two networks. Staffed positions and trained staff - there are now 17 staff at NCFAD involved in building and maintaining laboratory surge capacity and capability for the diagnosis of AI across Canada, and approximately 80 analysts in CAHSN labs who are trained and certified by NCFAD to perform AI testing on behalf of CFIA. The CAHSN Quality Assurance (QA) Support Team continued to consult with Network laboratories to help them implement QA management systems, receive ISO accreditation training, prepare standard operating procedures, and fulfill quality management operational requirements. Progress has been made to enable lab data transmission from the Network and CFIA’s labs to the CAHSN data system. To ensure biosecurity, all Network Laboratories were required to meet new disease containment standards which necessitated retrofits in many Laboratories. |
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Zoonotic Risk | e. Field surge capacity | $5.0 | $0.9 | $1.9 | Ongoing development of a viable response plan for urgent needs to increase human resource capacity to respond to foreign animal disease emergency response situations. | Conducted training, identified additional responders and back-ups, tracked and monitored human resources, and conducted simulation exercises (see reference in section k, field training to poultry depopulation exercise) Continued to develop a human resources skills inventory database which will provide a centralized information source to identify appropriately trained individuals to respond in an emergency. Identified retired CFIA staff who could return to active duty during an emergency disease outbreak as required. |
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Zoonotic Risk | f. National veterinary reserve | $8.8 | $2.3 | $1.8 | In January 2007, the Canadian Veterinary Reserve (CVR) was established to identify available private sector veterinarians to help respond to animal health emergencies. This reserve of professional veterinarians to enhance domestic and international surge capacity, and provide expertise and rapid response capability for foreign animal disease control efforts. The CFIA will continue to promote the growth of the CVR, and provide training to CVR members. | Continued to work with the Canadian Veterinary Medical Association on the development of the Canadian Veterinary Reserve to increase specialized capacity in the event of a large scale emergency. Thirty (30) additional reservists were trained in 2008-09, bringing the total to 160. | |
Zoonotic Risk | g. Enhanced enforcement measures | $6.7 | $1.4 | $2.2 | Provide CBSA with increased veterinary expertise, in order to increase capacity to support enhanced screening procedures for live birds or poultry products at Canada’s ports of entry. These actions can mitigate the risk of future AI outbreaks in Canada. | Enhanced enforcement capacity related to monitoring AI disease symptoms in abattoirs, investigating animal health non-compliance incidents that may increase the risk of AI, and reviewing import documents. Offered CFIA veterinarian expertise to the Canada Border Services Agency for screening procedures at ports of entry. |
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Zoonotic Risk | h. Avian and biosecurity farms | $23.9 | $4.2 | $1.1 | Implementation of the National Avian Biosecurity Strategy (NABS), the objective of which is horizontal integration and coordination of biosecurity-related activities, including on-farm biosecurity standards, flock management, governance, and stakeholder engagement to mitigate the introduction or spread of AI and build a foundation for a sustainable industry that minimizes economic and production losses. | Completed the National Avian On-Farm Biosecurity Standard which was ratified by Avian Biosecurity Advisory Council (ABAC) and national poultry producer organizations. Ongoing development of producer guidance for the avian biosecurity standard in collaboration with ABAC. Produced a 2009 calendar with monthly tips on biosecurity and disease prevention for small flock owners. In cooperation with the provinces, held information sessions in Ontario, British Columbia, Newfoundland and Prince Edward Island for small flock owners on how to protect the health of their birds. Final project of Avian Biosecurity Technology Development Fund nearing completion. Refer to section “r” for calendar and information sessions. |
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Zoonotic Risk | i. Real property requirements | $4.0 (2006-07 to 2007-08) |
- | $2.3 | Investment in real property and accommodation to support efficient work environments and locations to support the CFIA’s action plan for AI. | Acquired and outfitted new space, and re-configured existing space to provide accommodation to new employees hired for the implementation of the AI Plan. | |
Zoonotic Risk | j. Domestic and wildlife surveillance program | $14.4 | $2.7 | $3.0 | Development of better integrated Canadian surveillance systems, supported by a robust systems platform and the analysis and interpretation of the data collected to allow more timely identification of potential outbreaks, and more timely response to AI situations. | Developed and implemented the Canadian Notifiable Avian Influenza Surveillance System (CanNAISS) in partnership with industry to provide an AI surveillance system for domestic birds that is efficient for all partners and satisfies international trade requirements (European Union); 601 commercial poultry flocks were sampled across the country, all with NAI negative findings. Carried out national wild bird surveillance of both dead and live birds in cooperation with provincial and territorial governments, the Canadian Cooperative Wildlife Health Centre, Environment Canada and the Government of Iceland. The monitoring of these wild birds allows for the characterization of AI strains in circulation and provides and early warning of potential incursions of Asian H5N1 into Canada. The early warning of the arrival of H5N1 strains from Asia will allow precautions to be taken to protect domestic poultry populations and to warn those individuals who have contact with wild birds of potential danger of infection with the strain. |
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Zoonotic Risk | k. Field training | $6.9 | $1.8 | $0.7 | Investment in development and delivery of an effective and appropriate training package to contribute to a skilled and experienced workforce ready to respond to an AI outbreak. | Completed a poultry depopulation exercise in the Atlantic Area to practice field staff’s emergency roles and responsibilities Continued to train staff on emergency response plans, documents, procedures and equipment, along with emergency management training. Developed field-level partnerships and shared best practices with U.S. veterinarians and industry through participation at foreign animal disease conferences Enhanced knowledge and skills of responders through the completion of the following National Training Initiatives: Orientation to Outbreak Response e-Learning Module, Accredited Veterinarian Program – Pre-Accreditation Orientation Sessions, one FAD Recognition Lab Course, Module B9 – FAD Emergency Plan for Poultry Abattoirs, three additional self-study modules for poultry slaughter inspection staff, four modules for industry staff involved in examination of poultry carcasses and two poultry trainer’s instruction manuals. |
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Zoonotic Risk | l. AI enhanced management capacity | $4.0 | $0.8 | $2.4 | Ongoing investment in infrastructure, tools, enhanced emergency management informatics systems and staff training to increase the Agency’s capacity to track, monitor and respond to outbreaks; and help provide emergency response teams with the ability to quickly deploy the necessary equipment and resources; maintenance of mobile command centres. | Continued the development of CFIA’s emergency management response system database: expanded capability and capacity to deal with high volume of samples collected during outbreaks. | |
Zoonotic Risk | m. Updated emergency response plans | $11.3 | $2.2 | $0.7 | Continued review and updating of the comprehensive emergency response plans to reflect lessons learned and the most current available scientific information. Strengthen capacity and achieve the desired state of readiness as rapidly as possible. Provide more effective leadership and support the provinces and territories and promote an integrated, collaborative response to possible AI issues or outbreaks. Strengthened capacity for the Agency in federal, provincial and territorial liaison, policy analysis and executive briefing to allow for more timely identification of issues and responsive decision making in a changing environment. | Continued the development of detailed emergency response procedures for CFIA field staff to respond to AI emergencies. Contributed to the design of, and participated in, the tabletop exercise by the North American Plan for Avian and Pandemic Influenza (NPAPI) that aimed at validating the coordination and communications aspects of a response to an avian and/or pandemic influenza incident in North America. |
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Zoonotic Risk | n. Risk assessment and modeling | $11.5 | $2.2 | $0.2 | Investment in an improved federal capacity for mathematical modelling, statistical analysis, and operations research on AI issues to allow a better understanding of the spread of influenza and the effectiveness of disease control measures. Specifically, risk rankings for possible pathways of entry of AI to Canada to be established. These investments will allow more timely and evidence-based decision making on AI responses, thus helping to reducing the risk of transmission to humans and mitigating economic and production losses. | Risk assessments were initiated and/or completed on avian influenza risk issues including those related to importation of live birds from various AI infected countries, and those related to the importation of animal product that might contain AI virus. Avian disease spread modeling within the North American Animal Disease Spread model (NAADSM) was used to assist Agriculture and Agri-Food Canada (AAFC) to develop self-insurance for poultry producers in Ontario. |
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Zoonotic Risk | o. AI research | $6.3 | $1.3 | $1.6 | Investment in an improved federal capacity for mathematical modeling, statistical analysis, and operations research on AI issues will allow a better understanding of the spread of influenza and the effectiveness of disease control measures. These investments allow more timely and evidence-based decision making on AI responses, thus helping to reduce the risk of transmission to humans and mitigating economic and production losses. Identification of the research gaps related to AI and development, with partners, of effective tools and knowledge to facilitate decision making and policy development. To support the need for mass depopulation and disposal, research projects are ongoing in the areas of humane euthanasia and effective disposal methodologies. |
Continued three research projects on rapid detection, control and risk assessment strategies for AI. Developed reagents for rapid tests and for the evaluation of potential new vaccine strains. Participated in and completed a collaborative project with AAFC, Alberta Agriculture and Rural Development (AARD), and Iowa State University to study the disposal of large ruminant carcasses via composting in a disease outbreak. |
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Zoonotic Risk | p. Strengthened economic and regulatory framework | $5.4 | $1.0 | $0.2 | Strengthened capacity for increased regulatory review including analysis of current legislative and regulatory framework, capacity to address regulatory developments and economic options associated with AI outbreaks, and consult with stakeholders, provinces and territories. Increased regulatory review capacity also supports stronger leadership and coordination on AI issues across government, provinces and territories, industry and internationally. | In conjunction with the provincial and territorial governments, animal and public-health experts and industry representatives, explored regulatory options that could result in more effective control of disease spread, assessed compensation options within the parameters of the existing legislative framework Initiated the development of appropriate cost valuation models, which will continue in 2009-2010. |
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Zoonotic Risk | q. Performance and evaluation | $4.9 | $1.0 | $1.6 | Evaluation of activities and outcomes to allow future decision making that reflects best practices and ensures value for money, thereby ensuring that avian and pandemic influenza preparedness measures are providing Canadians with the protection they need and reinforcing public confidence in Canada’s food inspection system. | Continued to support the internal coordination of AI projects, and the research and writing of various reports. The 2007-2008 Avian Influenza Lessons Learned Review: The CFIA’s Response to the 2007 Avian Influenza Outbreak in Saskatchewan report was completed. This internal AI lessons-learned review noted consensus that the CFIA response to this AI crisis was successful. |
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Zoonotic Risk | r. Risk communications | $9.9 | $1.6 | $0.9 | A risk communication and public education strategy focussed on AI prevention and preparedness, which engages stakeholders and provincial and territorial governments and informs and reassures Canadians, supports the federal government’s leadership role, credibility, and authority. It will help to reinforce public confidence in Canada's inspection systems, before, during, and after an AI situation. | Produced a 2009 calendar with monthly tips on biosecurity and disease prevention for small flock owners. In cooperation with the provinces, held information sessions in Ontario, British Columbia, Newfoundland and Prince Edward Island for small flock owners on how to protect the health of their birds. Conducted public opinion research on AI biosecurity awareness among targeted groups. Continued the travelers’ biosecurity outreach campaign using airport posters, web site and brochures in more than 20 languages. Participated in the North American Plan for Avian and Pandemic Influenza communications working group as well as the inter-disciplinary table-top exercise. |
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Zoonotic Risk | s. International collaboration | $7.1 | $1.4 | $0.5 | Contribution to the global effort to slow the progression of AI in support of Canada’s leadership role and international commitments designed to slow the progression of AI. Continue to deploy people internationally to assist with AI preparedness and response activities (e.g., International Partnership On Avian and Pandemic Influenza (IPAPI)). |
Deployed CFIA staff to the World Organization of Animal Health (OIE) Central Bureau and Buenos Aires Regional Office to support, develop, promote the use of science-based standards, risk assessment, capacity building, and training. Supported capacity development and infrastructure in developing countries through the Canadian Chapter of Veterinarians without Borders and the Canadian Veterinary Reserve Leveraged resources to international standard setting bodies through support of international vaccine banks and laboratory twinning for capacity building and training. |
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Total | N/A | $127.7 | $85.8 |
18. Comments on Variances: The Agency’s Actual spending is $19.8 million less than planned spending because $13.4 million was re-profiled to future years for vaccine readiness and clinical trials and antivirals and $1.4 million was transferred to CIHR for influenza research projects and $5.0 million was surplused. Although significant progress was made during the year on staffing, PHAC was not able to staff all key public health officer positions for surveillance and the skilled national public health workforce. In addition, there were delays in establishing agreements to fund influenza research and some costs to renovate the Ward Lab were deferred to future years due to the delayed acquisition of the Ward laboratory from the Province of Manitoba.
In 2008-09, CFIA received approval from the government of a $16.9M budget reduction as part of Strategic Review. In addition, internal reallocations totalling $4.8M were made by CFIA to other priority programs. The Planned Spending and Total Allocation figures in the preceding table have not been adjusted for this reduction in funds. Along with a $4.8M reallocation of funds to other program areas, this accounts for the variance between Total Planned Spending of $47.9M and Total Actual Spending of $26.2M in 2008-09.
19. Results to be achieved by non-federal partners (if applicable): N/A
20. Contact information:
Dr. John Spika
Director General,
130 Colonnade Road
Ottawa, Ontario K1A 0K9
(613) 954-1612
John.Spika@phac.aspc.gc.ca
1. Name of Horizontal Initiative: Canadian HIV Vaccine Initiative (CHVI)
2. Name of Lead Department(s): Public Health Agency of Canada (Agency)
3. Lead Department Program Activity: Infectious Disease Prevention and Control
4. Start Date of the Horizontal Initiative: February 20, 2007
5. End Date of the Horizontal Initiative: March 2013
6. Total Federal Funding Allocation (start to end date): $111 million
7. Description of the Horizontal Initiative (including funding agreement): The CHVI, Canada’s contribution to the Global HIV Vaccine Enterprise, is a collaborative undertaking between the Government of Canada and the Bill & Melinda Gates Foundation to contribute to the global effort to develop a safe, effective, affordable and globally accessible HIV vaccine. This collaboration builds on the Government of Canada’s commitment to a comprehensive, long-term approach to address prevention technologies. Participating federal departments and agencies are the Canadian International Development Agency (CIDA), the Public Health Agency of Canada (Agency), Industry Canada (IC), the Canadian Institutes of Health Research (CIHR), and Health Canada (HC). The CHVI’s overall objectives are to: strengthen HIV vaccine discovery and social research capacity; strengthen clinical trial capacity and networks, particularly in low and middle income countries (LMICs); increase pilot scale manufacturing capacity for HIV vaccine clinical trial lots; strengthen policy and regulatory approaches for HIV vaccines and promote the community and social aspects of HIV vaccine research and delivery; and ensure horizontal collaboration within the CHVI and with domestic and international stakeholders.
8. Shared Outcome(s):
Immediate (Short-Term 1 - 3 years) Outcomes:
Intermediate Outcomes:
Long -Term Outcomes:
9. Governance Structure(s):
The Minister of Health, in consultation with the Minister of Industry and the Minister of International Cooperation, will be the lead for the CHVI for the purposes of overall coordination. Communications for the CHVI will be handled jointly.
In support of the Ministers, coordination for the Government of Canada is provided by an Interdepartmental Steering Committee consisting of representatives from the participating federal departments and agencies. The Interdepartmental Steering Committee is responsible for providing strategic directions and priorities, and reviewing progress.
Multi-stakeholder advisory committees and working groups, involving governments, the private sector, international stakeholders, people living with HIV/AIDS, researchers and Non-Governmental Organizations (NGOs) and other relevant stakeholders, have been, and will continue to be established to inform the CHVI. The role of participating departments and agencies involved in the CHVI are:
10. Federal Partners | 11. Federal Partner Program Activity (PA) | 12. Names of Programs for Federal Partners | 13. Total Allocation (annual) | 14. Planned Spending for 2008-09 |
15. Actual Spending for 2008-09 |
16. Expected Results for 2008-09 |
17. Results Achieved in 2008-09 |
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1. Public Health Agency of Canada | PA: Infectious Disease Prevention and Control | Public Health Contributions Program | $27.0 | $2.2 | $1.3 | Completed open and transparent selection process for a Not for Profit Corporation (NPF) to build and operate a pilot scale clinical trial lot manufacturing facility. 1st joint (Canada-international partner-led) policy dialogue completed. New HIV Vaccine Community Engagement Funding Program implemented (in partnership with Health Canada). Evaluation framework design completed. |
Four NPFs were successful in completing the Letter of intent process and were invited to submit full applications. Once in place, the facility will increase global capacity to manufacture lots of HIV vaccines. An international scan of current global policy issues was completed. This scan will inform the development of a policy agenda for the CHVI. Applications from community-based organizations were received and are being considered for funding. Once in place, these projects will promote community engagement in HIV vaccines development. An evaluation firm was hired to conduct a mid-term evaluation of the CHVI. The evaluation will assess progress on CHVI objectives and make recommendations to improve the design and delivery of the CHVI. |
Health Canada | PA 1.3: International Health Affairs | Grants to eligible non-profit Canadian and international organizations in support of their projects or programs on health | $1.0 | $0.2 | - | New HIV Vaccine Community Engagement Funding Program implemented (in partnership with the Agency). | Applications from community-based organizations were received and are being considered for funding. Once in place, these projects will promote community engagement in HIV vaccines development. 2008/09 funding was re-profiled to 2012-2013 |
Industry Canada | PA: Industry Sector – Science and Technology and Innovation | N/A | $13.0 | $3.3 | - | Support provided to (Agency-led) open and transparent selection process for a NFP to build and operate a pilot scale clinical trial lot manufacturing facility. | Four NPFs were successful in completing the Letter of intent process and were invited to submit full applications. Once in place, the facility will increase global capacity to manufacture lots of HIV vaccines. |
Canadian International Development Agency | PA 1.4: Enhanced capacity and effectiveness of Multilateral institutions and Canadian/ International organizations in achieving development goals | International Development Assistance Program | $60.0 | $8.9 | $0.4 | Support provided to (Agency-led) open and transparent selection process for a NFP to build and operate a pilot scale clinical trial lot manufacturing facility. In collaboration with CIHR, establishment of a large team discovery and social research program to foster and support larger, collaborative teams of Canadian and LMICs researchers. Establishment of a program to support teams of Canadian and LMICs researchers and research institutions to strengthen their capacity to conduct high-quality clinical trials of HIV vaccine and other related prevention technologies. Activities supported to improve regulatory capacity in LMICs, especially those where clinical trials are planned or ongoing |
Four NPFs were successful in completing the Letter of intent process and were invited to submit full applications. Once in place, the facility will increase global capacity to manufacture lots of HIV vaccines. Stakeholder consultations completed. Development of call-for-proposal materials. Grant signed with the International Development Research Centre to build sustainable African capacity and leadership to conduct future prevention trials, and advance the collaboration and networking of African, Canadian and international researchers in global HIV/AIDS prevention efforts. Application received for a multi-year project designed to strengthen the regulatory capacity of LMICs. |
Canadian Institutes of Health Research | HIV/AIDS Research Initiative | HIV/AIDS Research Initiative | $10.0 | $2.0 | $0.7 | Canadian researchers, working either independently or in small teams, supported through operating grant programs In collaboration with CIDA, establishment of a large team discovery and social research program to foster and support larger, collaborative teams of Canadian and LMICs researchers. |
Five catalyst grants and two operating grants were awarded. The Operating Grants are intended to support Canadian researchers to conduct research in HIV prevention, and build capacity in the field of HIV vaccine research. The Catalyst Grants are intended to support innovative HIV vaccine-related research activities. For the large team grants, stakeholder consultations completed. Call-for-proposal materials are in development. |
Total | $111.0 | $16.5 | $2.4 |
18. Comments on Variances: The CHVI is a new initiative, and extensive consultations were conducted to ensure that the CHVI’s program areas are responsive to the initiative’s stakeholders and potential program recipients. As a result, this has delayed the implementation of some of the CHVI’s program areas.
19. Results to be achieved by non-federal partners (if applicable): Non-governmental stakeholders (including research institutions and NFP community organizations) are integral to the success of the CHVI. Their role is to engage and collaborate with participating departments and agencies, the Bill & Melinda Gates Foundation and other funders to contribute to CHVI objectives and to a significant Canadian contribution towards the Global HIV Vaccine Enterprise.
20. Contact information:
Steven Sternthal
Director
200 Eglantine Driveway
Ottawa, Ontario K1A 0K9
(613) 952-5120
Steven_Strenthal@phac-aspc.gc.ca
Name of Horizontal Initiative: Sydney Tar Ponds and Coke Ovens Remediation Project
Name of Lead Department(s): PWGSC
Lead Department Program Activity: Specialized Programs & Services
Start Date of the Horizontal Initiative: May 12, 2004
End Date of the Horizontal Initiative: March 31, 2014
Total Federal Funding Allocation (start to end date): $282 million for PWGSC cost shared with the Province of Nova Scotia (The Province of Nova Scotia's share is up to $120 million for a total project cost of $402 million.) Costs outside of the cost sharing arrangements are: PWGSC federal lead oversight $25.8 million, Environment Canada $7.6 million and Health Canada $5.5 million.
Description of the Horizontal Initiative (including funding agreement): This initiative is a Federal - Provincial Cost Share to remediate the Sydney Tar Ponds and Coke Ovens sites situated on federally and provincially owned lands in the heart of Sydney, Nova Scotia. These sites were contaminated as a result of a century of manufacturing steel. The project is in support of the federal governments' sustainable development initiative, recognizing the environmental, social and economic dimensions of the Sydney area. The project will have long term benefits for all Canadians. When remediation is complete, Nova Scotia will take ownership of the lands. Any remaining contaminants will be managed and monitored by the Province of Nova Scotia in accordance with the Memorandum of Agreement.
The provincial agency's website can be found at: http://www.tarpondscleanup.ca. The website for the Canadian Environmental Assessment Agency is: http://www.ceaa-acee.gc.ca/050/viewer_e.cfm?cear_id=8989#Documents
Shared Outcome(s): The targeted results to be achieved by the partners will result in long term environmental, economic, and social benefits for Nova Scotians, First Nations Communities and all Canadians. Downtown Sydney will have new land to be developed, which will aid in the rejuvenation of the economically depressed area.
Governance Structure(s):
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (2004-2014) |
Planned Spending for 2008-2009 as per RPP |
Actual Spending for 2008-09 |
---|---|---|---|---|---|
1. PWGSC Operating | PA 1 Federal lead |
a. Specialized Programs & Services -Sydney Tar Ponds & Coke Ovens Remediation Project | $25,870,000 | $2,928,000 | $1,678,231 |
Cost Share Payment to Province of Nova Scotia: | $282,240,000 | $54,055,000 | $14,101,468 | ||
2. ENVIRONMENT CANADA | PA 1 Provision of advice to PWGSC on technical issues, historical studies and scientific issues related to contaminated sites. |
a. N/A | $7,640,000 | $678,087 | $641,593 |
3. HEALTH CANADA | PA 1 Provision of advice to PWGSC on issues related to human health, technical issues and risk assessment. |
a. N/A | $5,500,000 | $243,325 | $211,079 |
Total | $321,250,000 | $57,904.412 | $16,632,371 |
Planned Results for 2008-2009:
Results Achieved in 2008-2009: The design phase of several Project elements progressed successfully. The Project remains on track to meet the approved budget and the Project is moving ahead pursuant to the MOA.
Comments on Variances: The variance in planned and actual expenditures arose due to changes in design engineering decisions delaying several major designs and tenders resulting in a revised construction schedule. However, during fiscal year 2008-2010, there were over $50 million ($30 million federal share) of tenders awarded and there will be in excess of $75 million ($45 million federal share) of tenders awarded in the first quarter of 2009-2009for future construction. http://www.infomedia.gc.ca/pwgsc-tpsgc/articles/unrestricted/2009/03/pwg2009311950657_70.htm
Results to be achieved by non-federal partners (if applicable): The Sydney Tar Ponds Agency, who is implementing the day to day technical aspects of the Project elements in accordance with the agreements signed by the government partners, carried out remediation work for cost shared expenditures in the amount of $23.5 million ($14.1 million federal cost share).
Contact information:
Randy Vallis, Director, Sydney Tar Ponds and Coke Ovens Remediation Project, 295 Charlotte Street, Sydney, NS B1P 6J9 Tel: (902) 564-2543 Email: randy.vallis@pwgsc.gc.ca
Brenda Powell, Chief Business Management, Sydney Tar Ponds and Coke Ovens Remediation Project Tel: (902) 368-0359 Email: brenda.powell@pwgsc.gc.ca
Name of Horizontal Initiative: Integrated Border Enforcement Teams (IBETs)
Name of Lead Department(s): Royal Canadian Mounted Police
Lead Department Program Activity: Federal International Operations
Total Allocation: Ongoing
Start Date of the Horizontal Initiative: May 2002
End Date of the Horizontal Initiative: N/A
Total Federal Funding Allocation (start to end date):
Description of the Horizontal Initiative (including funding agreement): Integrated Border Enforcement Teams (IBETs) are multi-agency law enforcement teams that emphasize a harmonized and integrated approach to Canadian and United States efforts for detecting, disrupting and interdicting threats to national security, organized crime and other criminality transiting the Canada/US border between the ports of entry. The IBET model encourages the involvement of local, provincial, state, federal and First Nations enforcement agencies, stakeholder agencies and related government departments. The core partner agencies of IBET are the RCMP, Canada Border Services Agency, US Customs and Border Protection, US Coast Guard and US Immigration and Customs Enforcement. There are 24 IBETs located within 15 regions across Canada.
Shared Outcome(s): There will be enhanced border security coverage between the ports of entry and improved international relationships along the shared border, as a result of the focus on improving information-sharing between Canadian and US law enforcement agencies and conducting intelligence-led investigations. Border-related investigations, based on intelligence from all IBET partners, will be more effective than random enforcement activity. Law enforcement interoperability will improve with the development of a technically successful communications system linking multiple agencies, facilitating joint operations while addressing health and safety concerns for law enforcement officers along the 49th parallel.
Governance Structure(s): International Joint Management Team (IJMT), International Coordination Team (ICT) and regional Joint Management Teams(JMT).
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2008-09 |
Actual Spending for 2008-09 |
---|---|---|---|---|---|
RCMP CBSA |
Enforcement Branch | (2002 to 2007) 125,000,000 |
26,529,111 | 26,388,243 | |
Total | (Start to End Date)176,483,167 | 26,529,111 | 26,388,243 |
Results for 2008-2009: See shared outcomes (above). The IBET Program developed an Information Sharing Protocols Package, endorsed by all core partner agencies, that streamlines the information-sharing process while managing expectations. Information-sharing training is being implemented for the personnel of all five core IBET partners. This training will greatly enhance information-sharing between Canadian and US law enforcement agencies conducting intelligence-led investigations. Our JMTs continue to meet and conduct joint operations. An interoperability communication project has been completed, successfully linking multiple agencies, facilitating better coordination of joint operations, and addressing health and safety concerns for law enforcement officers on both sides of the border. The success of this pilot will be utilized in the planning to extend this capability along the Canada-US border.
Results to be achieved by non-federal partners (if applicable): The results and successes of all IBET initiatives are shared amongst all law enforcement partners involved at the local, regional, national and international levels, especially the five core partner agencies. The IBET Program contributes significantly to maintaining our border integrity and protecting the health and safety of our citizens.
Contact information: Superintendent Warren Coons, Director IBET
Name of Horizontal Initiative: Investments to Combat the Criminal Use of Firearms (ICCUF)
Name of Lead Department(s): Royal Canadian Mounted Police
Lead Department Program Activity: Canadian Firearms Program
Start Date of the Horizontal Initiative: May 2004
End Date of the Horizontal Initiative: Ongoing
Total Federal Funding Allocation (start to end date): $49.9 million over 5 years
Description of the Horizontal Initiative (including funding agreement): The overall aim of the ICCUF
is to improve the national collection, analysis and sharing of firearms-related intelligence and information. Funding
is distributed within the RCMP to the Canadian Firearms Program (CFP), Forensic Science and Identification Services
(FSIS), Criminal Intelligence (CI) and the Criminal Intelligence Service Canada (CISC). The initiative also provides
funds to Canada Border Services Agency (CBSA) and Public Safety Canada (PSC). The ICCUF directly supports Government’s
objective to tackle violent crime (especially firearms-related offences in relation to organized crime and street gangs),
as outlined in the 2008 Speech from the Throne.
Shared Outcome(s): Enhanced RCMP and CBSA capacity to gather, analyze and share criminal intelligence in order to improve individual investigations, and to increase knowledge of the extent and patterns of smuggling and trafficking of firearms used in crime. These will support the development of an intelligence-led national enforcement strategy.
Governance Structure(s): A Joint Management Team (JMT) coordinates ICCUF efforts. Partners will be heavily involved in JMT meetings. Public Safety Canada will maintain observer status, attending as required and participating in national data collection to the extent required by its research role.
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 |
Expected Results for 2008-09 |
---|---|---|---|---|---|
PSC |
Policing and Law Enforcement | ICCUF | ongoing |
275K | |
RCMP |
Canadian Firearms Program | ICCUF | ongoing |
8.215M | The RCMP will reduce the impact of organized crime through effective enforcement, awareness and education, and expand collection and sharing of criminal intelligence and information. |
Criminal Intelligence Directorate | 1.12M | ||||
CBSA |
ICCUF | ongoing |
1.33M | Valuable criminal intelligence shared in support of firearms crime investigations | |
Total | (Start to End Date) ongoing | 10.94M |
Results to be achieved by non-federal partners (if applicable): N/A
Contact information:
C/Supt. Geoffrey Francis
Director, CFP/Firearm Investigation & Enforcement Services Directorate
RCMP Canadian Firearms Program
1450 Meyerside Drive, Suite 415
Mississauga, Ontario L5T 2N5
Office: 905-795-5205
Name of Horizontal Initiative: National Weapons Enforcement Support Teams (NWEST)
Name of Lead Department(s): Royal Canadian Mounted Police
Lead Department Program Activity: Canadian Firearms Program
Start Date of the Horizontal Initiative: May 2004
End Date of the Horizontal Initiative: Ongoing
Total Federal Funding Allocation (start to end date): $22.5 million over 5 years
Description of the Horizontal Initiative (including funding agreement): NWEST is a partnership with Canadian municipal and provincial police services. It supports law enforcement efforts to counter the illegal movement of firearms into and within Canada and their subsequent violent criminal use. NWEST plays an integral role in the fight against organized crime and terrorism in Canada. The RCMP provides funding for the secondment of police officers from partner police services as well as funds for vehicles and other support equipment; office space is provided by municipal and provincial police services in some areas.
Shared Outcome(s):
Governance Structure(s): MOUs are entered into with other police services for the secondment of officers to the NWEST.
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 |
Expected Results for 2009-10 |
---|---|---|---|---|---|
RCMP |
Canadian Firearms Program | NWEST | Ongoing |
5M | The RCMP will focus on reducing the threat of terrorism within Canada and abroad; and will develop a unified Canadian law enforcement and security community approach to ensure that significant terrorist targets are disrupted. |
Total | Ongoing | 5M |
Results to be achieved by non-federal partners (if applicable): Police services across the country collect intelligence and other information in support of firearms investigations.
Contact information:
C/Supt. Geoffrey Francis
Director, Firearm Investigation & Enforcement Services Directorate/
RCMP Canadian Firearms Program
1450 Meyerside Drive, Suite 415
Mississauga, Ontario L5T 2N5
Office: 905-795-5205
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, this strategy features the ecomobility program; the ecotechnology for Vehicles Program; the ecoenergy for Personal Vehicles Program (Natural Resources Canada); and the ecofreight programs which include Natural Resources Canada’s (NRCan’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 (see http://www.ecoaction.gc.ca/ecotransport/index-eng.cfm).
Shared outcome(s): The overall objective of the ecotransport Strategy is to reduce energy use and emissions in the transportation sector. All the specific measures envisioned in the strategy are expected to contribute to reduced fuel consumption and, as a result, the personal vehicle fleet as well as the freight sector will use less energy. Other measures will help to reduce the demand for personal transportation and encourage modal shifts to more sustainable transportation options. The strategy will lead to reduced greenhouse gas emissions and air pollutants that contribute to smog, thus protecting the environment and the health of Canadians.
Governance structure(s): 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.
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 |
Expected Results for 2007-11 |
---|---|---|---|---|---|
1. Transport Canada 1 | Clean Air from Transportation | a) eco-MOBILITY | 9,300* *Includes |
2,803 | 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. |
Clean Air from Transportation | b) eco- technology for Vehicles |
14,100 | 5,512 | 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. |
|
Clean Air from Transportation | c) National Harmonization Initiative for the Trucking Industry | 5,400 | 2,153 | Environmental benefits are reflected in the anticipated technology take-up from activities under the Freight Technology Demonstration Fund and the Freight Technology Incentive Program |
|
Clean Air from Transportation | d) Freight Technology Demonstration Fund | 9,300 | 3,718 | 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. |
|
Clean Air from Transportation | e) Freight Technology Incentives Program | 9,350 | 4,110 | 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. |
|
Clean Air from Transportation | f) eco-FREIGHT Partnerships | 6,550 | 1,860 | 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. |
|
Clean Air from Transportation | g) Marine Shore Power | 6,000* *Includes |
1,406 | 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. |
|
Clean Air from Transportation | h) ecoauto Rebate Program 2 | 264,000 includes |
2,243 includes |
Provide consumer rebates to encourage the purchase of fuel-efficient vehicles; Couple 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 |
|
Clean Air from Transportation | i) Analytical and Policy Support | 4,000 1 | 1,194 | ||
2. Natural Resources Canada | Clean Energy | a) eco-ENERGY for Personal Vehicles | 21,000 | 6,050 | 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. |
Clean Energy | b) eco-ENERGY for Fleets | 22,000 | 7,159 | 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. |
|
3. Environment Canada | Risks to Canadians, their health and their environment from air pollutants and greenhouse gas emissions are reduced | a) Scrappage | 92,000 | 41,923 | National program over four years, intended to promote the accelerated scrappage of older vehicles. |
Total | 463,000* |
$80,130 |
Results to be achieved by non-federal partners (if applicable): Not applicable
Contact information: Alain Paquet, Manager, Performance Measurement Unit, Environmental Program, TC : 613- 990-5394
1 As part of ecotransport strategy, $4 million is allocated to analytical and policy capability in support of Transport Canada’s ecotransport strategy programs with the exception of the ecoauto Rebate program.
2 Transport Canada is responsible for the overall objectives of the program while Service Canada is responsible for the program delivery.
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, 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 (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
Leads the Government’s initiatives in marine security enhancements, including:
Department of Fisheries and Oceans/Canadian Coast Guard
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
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
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.
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 |
Expected Results for 2009-10 |
---|---|---|---|---|---|
1. Transport Canada | Marine Security | a) Marine Security Coordination Fund | 16,200 | 2,000 | 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. |
b) Oversight and Enforcement | 54,070 | 11,553 | 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. |
||
c) Marine Security Policy and Interdepartmental Coordination | 5,000 | 1,000 | 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. |
||
d) Marine Transportation Security Clearance Program | 11,800 | 2,000 | Increased stakeholder awareness and understanding; Enhanced security measures at ports and marine facilities; and Stakeholder compliance with security regulations. |
||
e) Marine Security Contribution Program | 115,000 | 12,500 | 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. |
||
f) Great Lakes/St. Lawrence Seaway Marine Security Operations Centre (design team) | New funding |
1,900 | 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. |
||
2. Department of Fisheries and Oceans | Safe and Accessible Waterways | a) Increased On-Water Patrols | 10,000 (annually and ongoing) |
10,000 | Increased on-water presence; and Effective domain awareness. |
b) Automatic Identification System and Long Range Identification and Tracking | 27,500 | 12,000 | Increased volume of vessel traffic data; Increased awareness; and Effective domain awareness. |
||
c) Great Lakes/ St. Lawrence Seaway Marine Security Operations Centre (Design Team) | $1,060 (funding sunsets on March 31, 2008) |
$400 | 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. |
||
d) Marine Security Enforcement Teams | 18,000 | 4,500 | 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. |
||
e) Construction of Mid-Shore Patrol Vessels | 68,500 | 4,000 | CCG will procure MSPV vessels; RCMP will report on the enforcement results of the MSET program. |
||
f) Increased Surveillance Flights | 7,000 (annually and ongoing) |
7,000 | Increased surveillance and awareness of marine security environment; and Effective domain awareness. |
||
3. Canada Border Services Agency (CBSA) | Enforcement | a) Radiation Detection Equipment Initiative | 31,670 (over 5 years) |
5,420 | Increased security measures at ports and marine facilities. |
b) Passenger and Crew Screening Initiative | 34,900 | 7,224 | Increased security measures at ports and marine facilities. |
||
c) Cruise Ship Inspections | 2,350 annually |
2,350 | Increased security measures at ports and marine facilities. |
||
4. Public Safety | Policing and Law Enforcement | a) Marine-Based Counter-terrorism Exercises (sometimes referred to as scenario based training) | 200 $1,000 |
200 | 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 |
b) Great Lakes / St. Lawrence Seaway Marine Security Operations Centre (Design Team) | 1,600 | 308 | 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. |
||
4. 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 | 165,000 | 22,450 | Increased surveillance and awareness of marine security environment; Increased cooperation between government departments and agencies involved with marine security; and Effective domain awareness. |
b) Interdepart-mental Maritime Integrated Command Control and Communication | 10,000 +7,000 |
135 (for |
Increased surveillance and awareness of marine security environment; Increased cooperation between government departments and agencies involved with marine security; and Effective domain awareness. |
||
Conduct Operations – Domestic and Continental Operations – Conduct Ongoing Operations and Services to Canadians | c) Increased On-Water Presence/ Coordination (Marlant and JTF(P)) | 5,000 Annual |
5,000 | Increased surveillance and awareness of marine security environment; Increased on-water presence; and Effective domain awareness. |
|
6. Royal Canadian Mounted Police | Marine Security | a) National Ports Project | 1,029 | 1,029 | Safeguarding |
b) National Port Enforcement Teams (NPET) | 4,440 | 4,440 | 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. |
||
c) Marine Security Emergency Response Team Training | 560 | 560 | Increased capability to respond to marine threats; and Rapid and effective response to marine threats and incidents. |
||
d) Marine Security Emergency Response Teams Re-profiled funding carried forward to 2007-2008 |
5,630
0 |
5,630
0 |
Increased capability to respond to marine threats; and Rapid and effective response to marine threats and incidents. |
||
Forensic Identification | e) Marine Transportation Clearance Program | 180 | 180 | Improved security measures at ports and marine facilities. | |
Marine Security | f) Great Lakes/St. Lawrence Seaway Marine Security Operations Centre (interim) | 2,491 Note: |
2,491 | 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. |
|
g) National Waterside Security Coordination Team | 839 | 839 | Increased surveillance and awareness of marine security environment; and Effective domain awareness. |
||
h) Marine Security Enforcement Teams | 7,432 (recurring) |
7,432 | 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. |
||
Total | 600,000+ | 134,541 |
Results to be achieved by non-federal partners (if applicable): Not applicable
Contact information: Shannon Lenahan, Chief Planning and Resource Management — Marine Security, Transport Canada; 613- 949-0600; shannon.lenahan@tc.gc.ca
Name of Horizontal Initiative: Asia-Pacific Gateway and Corridor Initiative
Name of lead department(s): Transport Canada
Lead department program activity: Transportation Policy Development and Infrastructure Programs
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 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 the geographic advantage and strong 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:
Ultimate Outcome:
Governance structure(s): The Minister of International Trade and Minister for the 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 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 APGCI 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 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 has been 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 follow:
Transport Canada
Transport Canada (TC), as the lead department, reports to the Minister for the 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 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.
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 initiative also focuses on interconnected issues that impact on the further development and exploitation of the Asia Pacific Gateway and Corridor. As part of a fast track planning and consultative process to inform and the development of long-term strategic directions for this initiative, TC is engaged in a number of non infrastructure / competitiveness measures, including:
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 co ordination with all stakeholders. The objective is to promote greater use of the Gateway as Asia-Pacific travel and supply chain route of choice for North American and Asia-Pacific importers, exporters, investors and transportation companies.
This strategy, developed in consultation with stakeholders, 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, 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-Pacific.
Canada Border Services Agency
Canada Border Services Agency (CBSA) is responsible for the implementation of a marine container inspection operation located at the Port of Prince Rupert. The marine container inspection operation will allow CBSA to develop operations to ensure containers arriving from other countries are properly inspected by means of effective processes and state of the art technology.
CBSA’s marine container inspection operation plays a vital and strategic role, integrated within the overall Asia-Pacific Gateway and Corridor Initiative.
Parks Canada 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 is in the process of four-laning (twinning) a ten 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 will help 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 two elements of the first phase of the APGCI; a business opportunities and awareness raising initiative entitled “Seizing the Gateway Opportunity: Western Canada and the Asia Pacific Challenge”, and funding dredging work on the Fraser River to maintain a competitive shipping channel.
As part of “Seizing the Gateway Opportunity”, WD supported: research on successful gateway economies and how best to capitalize on the long-term value added economic opportunities presented by 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 was 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 the increasingly large shipping vessels, until a long-term solution is developed that would 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 APGC Skills Table. Modeled on the Sector Council Program, the APGC Skills Table has been established in March 2008 to help address the skills and labour pressure issues related to the APGCI. The development of the APGC Skills Table follows a one-year consultative and planning process designed to inform APGCI’s future policy direction and investment decisions.
HRSDC was provided $3M over 4 years to fund projects prioritized by the APGC Skills Table. These funds will support projects in priority areas identified by the APGC Skills Table. HRSDC is providing an additional $2M to support the establishment and operation of the Skills Table (total federal investment is $5M). 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 APGC-related skills issues.
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation Date) | Planned Spending for 2009-10 |
Expected Results for 2009-10 |
---|---|---|---|---|---|
1. Transport Canada | Asia-Pacific Gateway and Corridor Initiative | Transportation Infrastructure Fund(TIF) | 900,150 | 224,605 | Advancement of key strategic APGCI multi-modal infrastructure projects with public and private sector partners |
Coordination, Management | 6,500 | 1,300 | Continued inter-departmental coordination and management of the APGCI | ||
Fast Track Process |
2,300 |
0 |
N/A (completed in 2007-08) | ||
Competitiveness Investment | 12,650 | 5,521 | Identification of opportunities to attract value-added activities and investments in sectors complementary to the Asia-Pacific Gateway and Corridor Deepened international partnerships Launch of the Public Engagement program |
||
2. Foreign Affairs and international Trade | International Commerce - Managing and delivering commerce services and advice to Canadian business | Marketing the APGCI | 7,000 | 2,000 | Increased awareness and usage of Canada’s Pacific Gateway the APGCI among stakeholders in the Asian and North American stakeholders |
3. Canada Border Services Agency | Marine Container Inspection Operation at Port of Prince Rupert | 28,000 | 5,000 | Completed implementation of the Marine Container Inspection Program | |
4. Parks Canada Agency | Throughway management | Banff Trans Canada Highway Twinning | 37,000 | 5,000 | Completed twinning of three kilometres of the Banff Trans Canada Highway |
5. Western Economic Diversification | Business development and entrepreneur-ship | Seizing the Gateway opportunity | 400 | 0 | N/A (completed in 2007-08) |
Dredging the Fraser River |
4,000 |
0 |
N/A (completed in 2007-08) | ||
6. Human Resources and Skill Development | Asia Pacific Gateway and Corridor Skills Table | Skills and Labour Pressure | 3,000 | 943 | Several projects designed to address skills pressures in Gateway sectors will be launched. |
Total | 1,001,000 | 244,369 |
Results to be achieved by non-federal partners (if applicable): Not Applicable
Contact information: Stéphanie Arbez, Policy Advisor, Transport Canada; 990-2251; Stephanie.Arbez@tc.gc.ca
Name of Horizontal Initiative: Western Economic Partnership Agreements
Name of Lead Department(s): Western Economic Diversification
Lead Department Program Activity: PA1 - Community Economic Planning, Development and Adjustment
PA2 - Business Development and Entrepreneurship
PA3 - Innovation
Start Date of the Horizontal Initiative:
August 2003 (Round II)
April 2008 (Round III)
End Date of the Horizontal Initiative:
March 2008 (Round II) - payments to March 2010
March 2012 (Round III) - payments to March 2014
Total Federal Funding Allocation (start to end date):
$100M (Round II)
$100M (Round III)
Description of the Horizontal Initiative (including funding agreement): WEPAs are four-year, $50M cost shared agreements between the federal government and each of the four western provinces to promote shared economic development priorities.
Shared Outcome(s): SO1 - Economically viable communities in Western Canada with a high quality
of life.
SO2 - A competitive and expanded business sector in Western Canada and a strengthened western Canadian
innovation system.
An evaluation of the previous WEPAs concluded that for every dollar invested by WD for WEPA initiatives, another $1.65
was leveraged from other government and non-government sources. In addition, the Draft Final Report states that
“generally, partners, management, and staff, as well as case study participants all spoke positively about the ability
of cost-shared agreements (such as WEPAs) to promote collaboration, strengthen partnerships, and more strategically
focus common priorities.â€
Governance Structure(s): A Management Committee that consists of one federal Co-Chair and one provincial Co-Chair carries out the administration and management of each of the WEPAs.
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2008-09 |
Actual Spending for 2008-09 |
Expected Results for 2008-09 |
Results Achieved in 2008-09 |
---|---|---|---|---|---|---|---|
Western Economic Diversification | PA1 - Community Economic Planning, Development and Adjustment | Western Economic Diversification | $37,000 | $2,500 | $3,362 | Leveraging (from all sources) of $1.21 for every $1 spent | $1.65 |
Western Economic Diversification | PA2 - Business Development and Entrepreneurship | Western Economic Diversification | $13,000 | $1,000 | $1,392 | Leveraging (from all sources) of $1.21 for every $1 spent | $1.65 |
Western Economic Diversification | PA3 - Innovation | Western Economic Diversification | $50,000 | $1,000 | $8,111 | Leveraging (from all sources) of $1.21 for every $1 spent | $1.65 |
Total WEPA | $100,000 | $4,500 | $12,865 |