ARCHIVED - 2010-2011 RPPs - Horizontal Initiatives

Name of Horizontal Initiative: Agricultural Flexibility Fund

Name of lead department: Agriculture and Agri-Food Canada (AAFC)

Lead department program activity:

The Agricultural Flexibility Fund contributes to several program activities within AAFC: On-Farm Action, Food Safety and Biosecurity Risk Management Systems, Trade and Market Development, and Science, Innovation and Adoption

Start date of the Horizontal Initiative: July 10, 2009

End date of the Horizontal Initiative: March 31, 2014 (under Budget 2009 - Canada's Economic Action Plan)

Total federal funding allocation: $485.5* million (Announced in Budget 2009 - Canada's Economic Action Plan)

Description of the Horizontal Initiative:

The Agricultural Flexibility Fund (AgriFlexibility) is a five-year (2009-2014) $500 million fund. Its objective is to facilitate the implementation of new initiatives, both federally and in partnership with provinces, territories and industry. AgriFlexibility will improve the sector's competitiveness and help the sector adapt to pressures through non-business risk-management measures that will reduce costs of production, improve environmental sustainability, promote innovation and respond to market challenges. The AgriFlexibility Fund is being implemented through federal, industry and cost-shared initiatives with provinces and territories. Funding is provided through contribution agreements. This Horizontal Initiative is part of the Canada's Economic Action Plan.

Three federal-only initiatives under AgriFlexibility have been announced and are at various stages of design and implementation. They are: Livestock Auction Traceability Initiative (LATI), AgriProcessing Initiative (API) and Canada Brand Advocacy Initiative (CBAI).

Shared outcomes:

Producers/partners/industry implement actions to improve their environmental practices
Producers/partners/industry implement actions to reduce their costs of production
Improved food safety, biosecurity, traceability and risk management measures

Governance structure:

Federal-Provincial-Territorial (FPT) issues with AgriFlexibility are discussed at the FPT Policy ADM Committee.

Planning Highlights:

In 2010, AAFC plans to fully implement AgriFlexibility. The department is planning to implement additional initiatives to further some specific expected results as described in the table below.

* Net of indirect costs

For more information, visit: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1247699434024&lang=eng

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

Overall the same results are to be achieved by provincial and territorial partners

Contact information:
Lynn McGuire
Acting Director,
Adaptation Division
Farm financial Programs Branch
613-773-1905
Lynn.McGuire@agr.gc.ca

Name of Horizontal Initiative: Agricultural Regulatory Action Plan

Name of lead department: Agriculture and Agri-Food Canada (AAFC)

Lead department program activity: Regulatory Efficiency Facilitation

Start date of the Horizontal Initiative: April 1, 2008 under Growing Forward

End date of the Horizontal Initiative: March 31, 2013

Total federal funding allocation (start to end date): $95.0 million over five years

Description of the Horizontal Initiative:

This initiative targets four specific regulatory issues that were identified by stakeholders, namely: 1) health claims, novel foods, and ingredients 2) food fortification 3) minor use pesticides and pesticide risk reduction; and 4) veterinary drugs. The Agricultural Regulatory Action Plan supports the general principles of the Government of Canada's Cabinet Directive on Streamlining Regulation. The Plan specifically addresses the development of regulatory frameworks based on the accumulation of sound science, as well as advancing the transparency, timeliness, responsiveness, efficiency, public interest, and government collaboration to minimize regulatory burden for stakeholders.

Shared outcomes:

Addressing key regulatory obstacles to promoting a competitive and innovative sector, while protecting and advancing the public interest

Governance structure:

Memoranda of Understanding (MOUs) between AAFC and Health Canada set out the roles and responsibilities for the management of this initiative. The Deputy Ministers of the two departments oversee the governance process which includes the following levels of management in accordance with the MOUs:

• An Assistant Deputy Ministers' (ADM) Committee oversees the management of the MOUs and reports back to the Deputy Ministers.
• Joint Management Committees (JMC), composed of directors general or equivalent level representatives, have been established to manage the implementation of the MOUs and report semi-annually to the ADM Committee.

Planning Highlights:

Work under the Regulatory Action Plan aims to improve and modernize key aspects of the regulatory system in each of the four priority areas (see Section 7), while reducing the regulatory burden to promote innovation and improve competitiveness within the agriculture and agri-food sector. AAFC's commitments include helping industry best understand and follow regulatory processes and requirements, including responding to the scientific data requirements of submissions to Health Canada. Health Canada's activities are focused on streamlining regulatory processes and improving submission review times, and developing policy and regulatory frameworks that better address priorities of the sector while maintaining health and safety standards.

AAFC's Market and Industry Services and Research Branches, and Health Canada's Pest Management Regulatory Agency, Veterinary Drugs Directorate and Food Directorate, have established interdepartmental working groups for the initiatives in which they are partnering. These groups develop business cases, work plans, performance objectives and targets, and budget and expenditure reports. They report to their respective JMCs.

Federal Partner: AAFC

Concerning minor-use pesticides and pesticide risk reduction AAFC's plans involve identifying and prioritizing pest management needs, conducting literature searches and generating data, undertaking regulatory and outreach activities, compiling data, drafting reports and assembling regulatory submissions. With regard to health claims, novel foods, and ingredients AAFC's plans include working with industry, research and regulatory communities to facilitate information collection, analysis and exchange, as well as undertaking and coordinating collaborative scientific research.

*Due to rounding figures may not add up to the totals shown.

Expected results:

Minor Use Pesticides and Pesticide Risk Reduction

A national list of grower-selected pest management priority projects; data for regulatory submissions for new minor uses; improved pesticide resistance management; and improved crop protection practices: leading to increased availability of newer, reduced-risk pesticides, tools, technologies, and practices; prevention of trade barriers with countries where these products are already available; and an improved Canadian competitive position in international markets.

Health Claims, Novel Foods, and Ingredients

Regulatory-issue/impact documents and literature reviews; domestic and international science networks; and data and evidence to address priority knowledge gaps: leading to targeted sector guidance and communication; complete and substantiated sector regulatory submissions; and an enhanced sector ability to navigate the regulatory system.

Federal Partner: Health Canada

Health Canada will continue to review regulatory submissions for minor-use pesticides in a dedicated manner, and undertake veterinary-drug regulatory harmonization initiatives with international agencies, improve regulatory processes for generic and new veterinary drugs, and develop policy and a pilot program for Minor Uses and Minor Species. With respect to health claims, novel foods, ingredients and food fortification, Health Canada's plans include developing and implementing targeted policies, regulations and pre-market processes.

Due to rounding, figures may not add up to the totals shown.

Expected results:

Minor Use Pesticides and Pesticide Risk Reduction

New minor uses of pesticides available to growers through a dedicated review process

Veterinary Drugs

A prioritized list of approved drug entities with U.S. Maximum Residue Limits (MRLs) requiring Canadian MRLs; information and guidance for industry; and enhanced policies, guidelines and regulatory frameworks, a strategy for streamlining generic drug approvals, and increased scientific capacity for reviewing veterinary drug submissions leading to closer harmonization of technical requirements for veterinary drug approvals with the U.S. Food and Drug Administration Center for Veterinary Medicine, and increased availability of generic and Minor Use/Minor Species veterinary drugs for food producing animals in the Canadian marketplace

Health Claims, Novel Foods, and Ingredients

Policies, regulations and pre-market processes, manuals, consultations and work-sharing agreements, leading to enhanced policy/regulatory/process engagement with industry, consumers and international partners; modernized and efficient policy and regulatory approaches and pre-market processes; and innovative, safe food products and claims, focusing on health benefits

Food fortification

In keeping with the objective of modernizing and improving policy and regulatory approaches and pre-market processes, a system of pre-market approval of industry submissions for foods fortified with vitamin and mineral nutrients on a discretionary basis, consisting of dedicated staff to manage the review and assessment of the safety of fortified foods, implement the authorization (which may include the issuance of Temporary Marketing Authorization Letters), and enhance the knowledge base supporting the development of approaches to manage fortified foods

* Due to rounding, the figures in the preceding tables may not add to the totals in the above table.

Results to be achieved by non-federal partners: Not applicable.

Contact information:

Lynn Stewart, Director
Food Regulatory Issues Division
Food Value Chain Bureau
Market and Industry Services Branch
Agriculture and Agri-Food Canada
1341 Baseline Road, Tower 5, Floor 2, Room 242
Ottawa, Ontario K1A 0C5
Telephone 613-773-0153
Email lynn.stewart@agr.gc.ca

Note:

AAFC's Growing Forward is the new five-year policy framework that replaced the Agricultural Policy Framework as of the 2008-2009 fiscal year. Total Allocation and Total Planned Spending amounts are net of indirect costs.

Name of Horizontal Initiative: AgriInsurance (Statutory)

Name of lead department: 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: AgriInsurance is statutory and ongoing; however, the current policy and program authorities expire March 31, 2012.

Total federal funding allocation: 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 $1.6 billion over four years (2008-09 to 2011-12 fiscal years).

Description of the Horizontal Initiative:

AgriInsurance (formerly known as Production and Crop Insurance) aims to reduce the financial impact on producers of production losses caused by uncontrollable natural perils.

Authorities for the program include Section 4 of the Farm Income Protection Act, as well as Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy and Federal/Provincial AgriInsurance Agreement.

The program links to the 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.

For more information, visit the following websites:

Federal AgriInsurance
British Columbia
Alberta
Saskatchewan
Manitoba
Ontario
Quebec
New Brunswick
Nova Scotia
Prince Edward Island
Newfoundland

Shared outcome:

To mitigate the financial impacts of production losses by providing effective insurance protection.

Governance structure:

AgriInsurance 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.

AgriInsurance is a provincial-territorial program to which the federal government contributes financially under the Federal/Provincial AgriInsurance Agreement. The program is administered provincially in all provinces. The federal and provincial governments cost-share a portion of the premium costs together with program participants. Governments also fully cost-share the administrative costs of the program (60:40 federal-provincial).

Governance structure includes various national standards outlined in Canada Production Insurance Regulations. Like the other BRM programs, the governance structure for the program consists of working groups and committees, including the Federal-Provincial-Territorial (FPT) BRM Policy 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.

Planning Highlights:

The federal government will continue to work to ensure producer have access to affordable and comprehensive insurance coverage. The federal government will also continue working with the provinces and delivery agencies to develop new insurance options for agricultural products.

Federal Partner: AAFC

Expected Results:

Performance Indicators:

• Value of insured production compared to the total value of all agricultural products eligible for insurance reported as follows: Percentage of Crops - Target 60 per cent.
• Value of crops eligible for insurance compared to the value of all agricultural products reported as follows: Percentage of Crops - Target 85 per cent.

Results to be achieved by non-federal partners:

Planning and development activities are done jointly with the provinces. Therefore, the expected results are the same, but the achieved results will vary by province.

Contact information:

Danny Foster
Director General
BRM Program Development
Floor 3, Room 241
1341 Baseline Road, Tower 7
Ottawa, Ontario K1A 0C5
613-773-2100
Danny.Foster@agr.gc.ca

Note:
Planned spending represents the amounts included in Main Estimates and currently approved funding and does not include any additional amounts that could be brought into the department's reference levels. This program is statutory and demand driven, therefore actual spending could vary. Spending also includes all costs incurred by the Department for this program (salary, operating, transfer payments, etc.). See also the related horizontal initiatives on AgriRecovery, AgriStability and AgriInvest. Total Allocation and Total Planned Spending amounts are net of indirect costs.

Name of Horizontal Initiative: AgriInvest (Statutory)

Name of lead department: 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:

AgriInvest is statutory and ongoing; however, the current policy and program authorities expire March 31, 2012.

Total federal funding allocation:

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 $1.4 billion over five years (2007-08 to 2011-12 fiscal years).

Description of the Horizontal Initiative:

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/territorial 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 Act, 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 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.

For more information, visit the following websites:

Federal AgriInvest
AgriInvest in Quebec (La Financière agricole du Québec)

Shared outcome:

To provide producers with flexibility in how they choose to manage and/or mitigate small income losses through the availability of timely and predictable funds

Governance structure:

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 and the Yukon Territory on a 60:40 basis, respectively.

For the 2008 program year, the AgriInvest program was delivered by the federal government in all provinces except Quebec. Governments are currently working with financial institutions to set up the infrastructure necessary to establish and hold AgriInvest accounts in summer 2010 for the 2009 program year. In Quebec, the AgriInvest program is, and will continue to be, 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 Policy 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.

Planning Highlights:

The federal government, including program administrators, will continue to work to ensure AgriInvest provides producers with flexible assistance which may be used to address small income farm losses or for investments to either mitigate income losses or reduce farm risks, that all information needed by participants is available and easily understandable, and that matching government contributions are made in a timely fashion.

The department is working closely with financial institutions to launch AgriInvest accounts at financial institutions in all provinces except Quebec in the summer of 2010. This will increase participants' access to their accounts through the services offered by the financial institutions. La Financière agricole administers the AgriInvest program in Quebec and will continue to hold AgriInvest accounts for producers in that province.

In partnership with the provinces and territories, AAFC has put in place a set of performance indicators and targets for the suite of BRM programs. Officials will use these performance indicators and targets to closely monitor and report on the performance of the BRM programs and ensure they are meeting their objectives.

AAFC is also working with the provinces and territories on the Strategic Review of the BRM suite of programs to ensure it continues to meet producers' evolving needs as Canada's agricultural industry continues to change and grow. As part of the first phase of the Strategic Review, analysis was undertaken to understand how effectively the current suite of BRM programs meets its objectives and to identify emerging trends that may affect future program policy. As part of this process, FPT officials also intend to engage industry and stakeholders to seek their views on future programming directions.

The Strategic Review will be instrumental in guiding the Government of Canada, and provincial and territorial partners, as they work towards the next phase of BRM programming beyond the current five-year Growing Forward policy framework.

Federal Partner: AAFC

Expected Results:

Performance Indicators:

• Percentage of AgriInvest producers receiving AgriStability payments and making withdrawals from their AgriInvest saving accounts - Target: at least 60 per cent of AgriInvest producers.
• Percentage of producers indicating that they use their funds to address income declines or make investments to reduce on-farm risks or increase farm revenues - Target: at least 75 per cent.

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
Floor 3, Room 241
1341 Baseline Road, Tower 7
Ottawa, Ontario K1A 0C5
613-773-2100
Danny.Foster@agr.gc.ca

Note:
Planned spending represents the amounts included in Main Estimates and currently approved funding and does not include any additional amounts that could be brought into the department's reference levels. This program is statutory and demand driven, therefore actual spending could vary. Spending also includes all costs incurred by the Department for this program (salary, operating, transfer payments, etc.). See also the related horizontal initiatives on AgriRecovery, AgriStability and AgriInsurance. Total Allocation and Total Planned Spending amounts are net of indirect costs.

Name of Horizontal Initiative: AgriRecovery - Agricultural Disaster Relief Program (ADRP)

Name of lead department: 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:

Authorities for the program consist of $437.2 million over four years - net of indirect costs (2007-08 to 2010-11 fiscal years).

Description of the Horizontal Initiative:

AgriRecovery facilitates the process for federal, provincial and territorial governments to provide timely assistance to help producers quickly re-establish their income stream and contain the long-term impacts after small- to mid-size disasters (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 beyond existing programs, such as AgriInvest, AgriStability and AgriInsurance.

Under AgriRecovery, the ADRP helps focus the coordination effort, providing a process to fast-track authorities for programs of up to $20 million (up to $121.7 million per fiscal year - net of indirect costs) to quickly fund initiatives under AgriRecovery. Participating provinces-territories are expected to cost-share these initiatives on a 60:40 federal/provincial/territorial basis. For AgriRecovery programming outside the ADRP, funding options are negotiated with the provinces-territories on a case-by-case basis.

Authorities for the program include sub-section 12(5) of the Farm Income Protection Act, as well as various agreements for individual programming developed under AgriRecovery.

The program links to the 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.

For more information, visit: http://www.agr.gc.ca/agrirecovery

Shared outcome:

To reduce the economic impact of catastrophic natural disasters on producers through timely assistance not otherwise provided by other programs

Governance structure:

The AgriRecovery framework, including the ADRP, is part of the comprehensive Growing Forward policy framework developed by Federal, Provincial and Territorial (FPT) 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/territories on a 60:40 basis, respectively. For AgriRecovery programming outside the ADRP, funding options are negotiated with the provinces/territories on a case-by-case basis, however the 60:40 cost share requirement remains in effect.

Like the other BRM programs, the governance structure for the program consists of working groups and committees, including the 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 assess/analyze a disaster and its impacts and, if needed, develop options for an individual disaster assistance initiative to be brought forward to participating FTP Ministers.

Planning Highlights:

Federal officials, together with the provinces and in consultation with impacted producers, will continue to use the AgriRecovery Framework to assess disasters on a case-by-case basis to determine if each situation meets criteria under the Framework and, if so, whether there is need for assistance beyond support available through existing programs. Where it is determined that additional assistance is warranted, federal officials will work with the provinces and impacted producers to develop an assistance program under ADRP/AgriRecovery which will help them to resume their business operations as quickly as possible and/or mitigate the impacts of the disaster.

Federal officials will also continue working with provinces to streamline the AgriRecovery process and improve consistency in the approach to assessing disasters and the decision making process through such things as the implementation of FPT AgriRecovery Guidelines.

Federal Partner: AAFC

Expected Results:

Performance Indicators:

• Percentage of producers still farming one year after the disaster. Target is 70 per cent of producers still farming one year later.
• Percentage of producers who believe that the financial assistance provided under the program played a role in the recovery. Target is 75 per cent.

Results to be achieved by non-federal partners:

Joint planning and execution (federally and provincially) will be undertaken so that results are consistent

Contact information:

Danny Foster
Director General
BRM Program Development
Floor 3, Room 241
1341 Baseline Road, Tower 7
Ottawa, Ontario K1A 0C5
613-773-2100
Danny.Foster@agr.gc.ca

Note:
Planned spending represents the amounts included in Main Estimates and currently approved funding and does not include any additional amounts that could be brought into the department's reference levels. This program is statutory and demand driven, therefore actual spending could vary. Spending also includes all costs incurred by the department for this program (salary, operating, transfer payments, etc.). See also the related horizontal initiatives on AgriStability, AgriInvest and AgriInsurance. Total Allocation and Total Planned Spending amounts are net of indirect costs.

Name of Horizontal Initiative: AgriStability (Statutory)

Name of lead department: 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:

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 $ 3.2 billion over five fiscal years (2007-08 to 2011-12 fiscal years).

For the period of 2007-08, funding in the amount of $649 million pertains to the Canadian Agriculture Income Stabilization (CAIS) program, which preceded AgriStability.

$14.8 million ($2.9 million for 2009-10 and $11.8 million for 2010-11) for the transfer of delivery from the federal administration of the program to British Columbia and Saskatchewan has also been included in the total costs.

These costs are reflected net of indirect costs.

Description of the Horizontal Initiative (including funding agreement):

AgriStability is a margin-based program that provides support when producers experience large farm income losses, which result in drops in their margins (eligible farm income, less eligible farm expenses) for a program year of more than 15 per cent relative to their average margins from previous years (i.e., their reference margins). Thus a payment is triggered under the program when producers' program year margins drop below 85 per cent of their reference margin. AgriStability also includes coverage for negative margins, as well as mechanisms to advance to participants a portion of their expected payments during the year when significant declines in incomes are 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, 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 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.

For more information, visit the following websites:

Federal AgriStability
AgriStability in British Columbia
AgriStability in Alberta (Agriculture Financial Services Corporation (AFSC))
AgriStability in Saskatchewan
AgriStability in Ontario (Agricorp)
AgriStability in Quebec (La Financière agricole du Québec)
AgriStability on Prince Edward Island (PEI Agricultural Insurance Corporation)

Shared outcome:

To mitigate the short-term impacts of large income losses

Governance structure:

The AgriStability program is part of the comprehensive Growing Forward agricultural policy framework developed by Federal, Provincial and Territorial (FTP) 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/territory on a 60:40 basis, respectively.

In Alberta, Ontario, Quebec, and Prince Edward Island, the AgriStability program is delivered provincially. The transfer of delivery of the AgriStability program from the federal administration to British Columbia and Saskatchewan began in January 2010. The department continues to work closely with these two provinces to facilitate the transition. The AgriStability program continues to be administered by the federal government for Manitoba, New Brunswick, Nova Scotia, Newfoundland and Labrador, and the Yukon Territory.

Planning Highlights:

Federal and provincial governments, including program administrators, will continue to work to ensure the AgriStability program is effectively stabilizing the incomes of producers, that all information needed by participants is available and understandable, and that applications and payments are processed in a timely fashion.

In January 2010, federal and provincial governments began the transfer of delivery of AgriStability to the provinces of British Columbia and Saskatchewan. AAFC continues to work closely with these two provinces to ensure the transition is completed in a simple and efficient manner with minimal disruption to the ongoing delivery of the program.

In partnership with the provinces and territories, AAFC has put in place a set of performance indicators and targets for the suite of BRM programs. Officials will use these performance indicators and targets to closely monitor and report on the performance of the BRM programs and ensure they are meeting their objectives.

AAFC is working with the provinces and territories on the Strategic Review of the BRM suite of programs to ensure it continues to meet producers' evolving needs as Canada's agricultural industry continues to change and grow. As part of the first phase of the Strategic Review, analysis was undertaken to understand how effectively the current suite of BRM programs meets its objectives and to identify emerging trends that may affect future program policy. As part of this process, FPT officials also intend to engage industry and stakeholders to seek their views on future programming directions.

The Strategic Review will be instrumental in guiding the Government of Canada, and provincial and territorial partners, as they work towards the next phase of BRM programming beyond the current five-year Growing Forward policy framework.

Federal Partner: AAFC

Notes:
1. Total Allocation: Of this amount, $649 million pertains to the period of 2007-08 for CAIS which preceded AgriStability and $14.8 million is for costs related to the transfer of delivery to British Columbia and Saskatchewan.
2. Planned Spending: This amount includes $11.8 million for costs related to the transfer of delivery to British Columbia and Saskatchewan.

Expected Results:

Performance Indicators:

• Participants' farm market revenues compared to total farm market revenues for the industry. Target is 80 per cent of total farm market revenues are covered by the program. Participant's production margin with and without payments compared to reference margin. Target is that program payments bring producer's margin up to 75 per cent of reference margin.

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
Floor 3, Room 241
1341 Baseline Road, Tower 7
Ottawa, Ontario K1A 0C5
613-773-2100
Danny.Foster@agr.gc.ca

Note:
Planned spending represents the amounts included in Main Estimates and currently approved funding and does not include any additional amounts that could be brought into the department's reference levels. This program is statutory and demand driven, therefore actual spending could vary. Spending also includes all costs incurred by the Department for this program (salary, operating, transfer payments, etc.). See also the related horizontal initiatives on AgriRecovery, AgriInvest and AgriInsurance. Total Allocation and Total Planned Spending amounts are net of indirect costs.

Name of Horizontal Initiative: Growing Forward Program Initiatives Development

Name of lead department: Agriculture and Agri-Food Canada (AAFC)

Lead department program activity: Food Safety and Biosecurity Risk Management Systems

Start date of the Horizontal Initiative: April 1, 2009

End date of the Horizontal Initiative: March 31, 2013 under Growing Forward

Total federal funding allocation: $20.9 million  over four years

Description of the Horizontal Initiative:

A Memorandum of Understanding (MOU) between AAFC and CFIA sets out the general terms, roles and responsibilities for the management and funding of the various components of the Canadian Integrated Food Safety Initiative (CIFSI), funded under AAFC's Growing Forward Framework Agreement. The following initiatives are delivered by CFIA, in collaboration with AAFC:

• a) The Canadian Food Inspection Agency (CFIA) System Recognition and Scientific and Technical Support element under the National Food Safety Systems component of the Canadian Integrated Food Safety Initiative (CIFSI): The CFIA-led System Recognition will provide government recognition of on-farm and post-farm food safety systems developed by national (or equivalent) industry organizations. The CFIA will continue to develop and deliver food safety system recognition programs. Under the Scientific and Technical Support element, CFIA will continue to provide scientific and technical advice to support food safety system development based on Hazard Analysis Critical Control Points (HACCP).

• b) National Biosecurity Standards Development:
  The National Biosecurity Standards Development will allow CFIA to focus on developing nationally consistent plant and animal biosecurity standards. These standards will be developed with industry, commodity organizations and provinces. Once the biosecurity standards are approved by CFIA, they will become the national biosecurity standard for that particular commodity.

• c) Traceability Information Sharing Solution element under the Developing National Traceability Systems component of the CIFSI:
  The Traceability Information Sharing Solution will explore potential solutions for accessing and querying traceability information between industry and government partners in a planned, measured and constructive way. The allocation of funding will be used to develop materials necessary to define and document the high level requirements and initial project planning for the national Traceability Information Sharing Solution, which may lead to preliminary project approval (PPA). This initiative will be managed through joint leadership between CFIA and AAFC and coordinated through the Traceability Management Office.

• d) Traceability Management Office Legislative and Regulatory Infrastructure elementunder the Developing National Traceability Systems component of the CIFSI:
  The Traceability Management Office will be established to collaboratively undertake the work relating to the overall government legislative and regulatory infrastructure necessary to put traceability authorities, agreements, and protocols in place. The allocation of funding to CFIA will be used to develop the legislative and regulatory infrastructure for the initiative.

Shared outcome:

This initiative contributes to the following strategic outcomes of AAFC:

• An environmentally sustainable agriculture, agri-food and agri-based products sector
• A competitive agriculture, agri-food and agri-based products sector that proactively manages risk.

Governance structures:

The overall administration of the Memorandum of Understanding for:

1. AAFC is delegated to:
   Director General - Agriculture Transformation Programs Directorate
   Director General - Sector Policy Directorate
   Director General - Food Value Chain Bureau
   and
2. CFIA is delegated to:
   Executive Director - Food Safety and Consumer Protection Directorate
   Executive Director - Animal Health Directorate, Programs
   Executive Director - Plant Health and Biosecurity
   Chief Information Officer - CFIA
   Executive Director - Domestic Policy Directorate

Planning Highlights:

Initiative Outcomes/Results: short- and long-term benefits to Canadians.

• Government program for the review of national on-farm food safety programs completely operational;
• Government program for the review of national post-farm food safety programs developed and operational;
• Development and approval of National Biosecurity Standards for priority commodity groups;
• Development of a project plan to seek preliminary project approval or effective project approval, depending on the business requirements, for the Traceability Information Sharing Solution; and
• Development of the Traceability Management Office's legislative and regulatory infrastructure.

Federal Partner: Agriculture and Agri-Food Canada (AAFC)

Note: Since CFIA is delivering these programs with funds transferred from AAFC, total allocations, planned spending and expected results are reflected in the CFIA table below.

Federal Partner: Canadian Food Inspection Agency (CFIA)

Note: Funds transferred by AAFC to CFIA as reflected in this table.

Expected Results:

Results to be achieved by non-federal partners (if applicable): not applicable

Contact information:

Linda Parsons
Director General
Agriculture Transformation Programs Directorate
Farm Financial Programs Branch
1341 Baseline Road - Tower 7, Floor 8, Room 220
Ottawa, Ontario, K1A 0C5
613-773-1900
linda.parsons@agr.gc.ca

Note:
AAFC's Growing Forward is the new five-year policy framework that replaced the Agricultural Policy Framework as of the 2008-2009 fiscal year (MOU is for the four-year period ending in 2012-13). Total Allocation and Total Planned Spending amounts are net of indirect costs.

Name of Horizontal Initiative: Co-operative Development Initiative

Name of lead department: Agriculture and Agri-Food Canada (AAFC)

Lead department program activity: Rural and Co-operatives Development

Start date of the Horizontal Initiative: April 1, 2008 under Growing Forward

End date of the Horizontal Initiative: March 31, 2013

Total federal funding allocation: $21.0 million over five years

Description of the Horizontal Initiative:

The Co-operatives Secretariat provides advice on policies and programs affecting co-operatives and builds partnerships within the federal government and with industry, provinces, and other key stakeholders in the implementation of initiatives to support the development of co-operatives. The Secretariat manages a grants and contributions program, the Co-operative Development Initiative, which includes:

• providing advisory services and funding innovative co-op projects, delivered by the co-operative sector; and
• funding research to build knowledge contributing to co-op development.

Shared outcomes:

Access to services across the country creates an enabling environment for co-operative development and growth

More and stronger co-operatives respond to public policy challenges

Canadians are better able to utilize the co-operative model to meet their economic and social needs

Governance structure:

The Co-operatives Secretariat was created as a focal point between Canadian co-operatives and federal departments and agencies. It has instituted mechanisms to raise awareness and inclusion of co-operatives in federal policies and programs. These include dialogue and collaboration with key federal departments as well as with provincial counterparts and the sector.

Planning Highlights:

The Co-operatives Secretariat will continue to manage the partnership agreement with the two national co-operative associations for the delivery of the Co-operative Development Initiative with the objective of enhancing the contribution of co-operatives to meeting the economic and social needs of Canadians.

It will explore opportunities to engage other departments in ensuring the co-operative approach is considered as a tool in delivering their mandates.

Federal Partner: AAFC - Rural and Co-operatives Development

Expected Results:

Innovative co-operative development projects are implemented:

• By providing funding through the two national co-operative associations for co-operative projects that respond to public policy priorities

• Measured by: Number of innovative co-operative development projects implemented by community partners - Target: 25

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

Program delivery is through third party and the above-noted expected results and measures are to be achieved by the partners.

Contact information:

Donna Mitchell
Executive Director
Rural and Co-operatives Secretariat
560 Rochester Street, Tour 1, 5th Floor
Ottawa, Ontario
K1A 0C5
(613) 759-7113
Donna.Mitchell@agr.gc.ca

Note:
AAFC's Growing Forward is the new five-year policy framework that replaced the Agricultural Policy Framework as of the 2008-09 fiscal year. Total Allocation and Total Planned Spending amounts are net of indirect costs.

Name of Horizontal Initiative: Canada's Rural Partnership

Name of lead department: Agriculture and Agri-Food Canada (AAFC)

Lead department program activity: Rural and Co-operatives Development

Start date of the Horizontal Initiative: April 1, 2008 under Growing Forward

End date of the Horizontal Initiative: March 31, 2013

Total federal funding allocation: $51.8 M over five years

Description of the Horizontal Initiative (including funding agreement):

The Canadian Rural Partnership (CRP) leads an integrated, government-wide approach through which the government aims to co-ordinate its economic, social, environmental, and cultural policies towards the goal of economic and social development and renewal of rural Canada.

Shared outcome:

Collaboration between rural communities and stakeholders to address barriers and challenges to local development

Information and tools are used by rural communities and regions to develop local amenities and other assets

New economic activities are being implemented in rural Canada

Governance structures:

The CRP is managed by the Rural and Co-operatives Secretariat. It has instituted mechanisms that contribute to raising awareness and inclusion of rural Canada in federal policies and programs, as well as engaging government and non-government partners to stimulate economic development in rural Canada. This includes:

• The Rural Development Network which is a policy maker forum involving 28 federal departments and agencies;
• The National Rural Research Network which brings together research partners from both academia and government to focus on enhancing knowledge about rural issues to better inform policy making;
• The Community Information Database, a free web-based resource that provides comprehensive and reliable information on economic, social and demographic factors at the community level, to support decision making and action; and
• The Community Development Program which offers funding to assist rural and northern regions to obtain information and access/develop the expertise, tools and processes needed to respond to challenges and opportunities and to become more competitive and generate economic activities.

In each province and territory, these efforts are reinforced by Rural Teams, comprised of the federal government representation and, in most cases, members from the provincial or territorial government and/or sectoral stakeholders.

Planning Highlights:

Through its networks and teams highlighted above, and programming, CRP will stimulate collaborative approaches to i) enhance the competitiveness of rural regions; ii) foster the transformation of local ideas and untapped assets into sustainable economic activities; and iii) help develop new economic opportunities from existing natural and cultural amenities.

Federal Partner: AAFC - Rural and Co-operatives Development

Expected Results:

Rural communities and regions are using information, tools and processes to develop local natural and cultural amenities and other assets.

• by developing and transferring/mobilizing knowledge to support and facilitate innovative rural development;
• by funding knowledge building proposals

• Measured by: Number of communities that are using new and updated/adapted information and tools to innovate and diversify their economies. - Target for 2010-11: 40

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

Contact information:

Donna Mitchell
Executive Director
Rural and Co-operatives Secretariat
560 Rochester Street, Tour 1, 5th Floor
Ottawa, Ontario
K1A 0C5
613-759-7113
Donna.Mitchell@agr.gc.ca

Note:
AAFC's Growing Forward is the new five-year policy framework that replaced the Agricultural Policy Framework as of the 2008-2009 fiscal year. Total Allocation and Total Planned Spending amounts are net of indirect costs.

Name of Horizontal Initiative: Atlantic Canada Tourism Partnership

Name of lead department(s): Atlantic Canada Opportunities Agency

Lead department program activity: Community Development

Start date of the Horizontal Initiative: April 1, 2009

End date of the Horizontal Initiative: March 31, 2012

Total federal funding allocation (start to end date): $9,975,000

Description of the Horizontal Initiative (including funding agreement): The Atlantic Canada Tourism Partnership (ACTP) is a nine-member, pan-Atlantic marketing consortium comprised of the Atlantic Canada Opportunities Agency, the four provincial tourism industry associations, and the provincial departments responsible for tourism in Newfoundland and Labrador, Nova Scotia, New Brunswick and Prince Edward Island. ACTP is dedicated to promoting Atlantic Canada as a leading vacation destination in key American and European Pacific markets.

The 2009-2012 ACTP is a $19.95-million agreement that supports:

• fully-integrated marketing strategies (consumer, trade and media relations) based on sound market research, economies of scale, and commonality;
• funding that is incremental to provincial marketing budgets;
• the preservation of provincial brand equity;
• marketing activities being dictated by the marketplace;
• clear and responsive measurement systems of benefit to all four Atlantic provinces; and
• end-of-agreement project evaluations.

Additional information on the Atlantic Canada Tourism Partnership can be found at: http://www.actp-ptca.ca/index.html.

A memorandum of understanding for the renewal of the Atlantic Canada Tourism Partnership was signed on April 1, 2009. This initiative directly supports the Agency's long-term strategic outcome.

Shared outcome(s): The 2009-2012 ACTP is expected to generate $10 in incremental economic activity for every $1 invested in marketing. The three-year revenue target is $190 million in incremental revenues for tourism SMEs in Atlantic Canada.

Governance structure(s): The activities of the ACTP are managed by a ten-person management committee, consisting of the ACOA vice-president responsible for tourism and the director general of Tourism Atlantic; the four provincial deputy ministers responsible for tourism; and the four tourism industry association presidents (or their permanent designates). Decisions of this management committee are by consensus. Six members constitute a quorum, provided all four provinces are represented, with both government and industry present, as well as ACOA. A Canadian Tourism Commission representative sits as an ex-officio member of the management committee.

The management committee is responsible for the administration and management of the agreement, allocation of annual budgets on a per market basis, approval of annual program work plans and budgets, and evaluations of program activities. It oversees the work of a marketing committee, develops and oversees a communications policy, and provides program interpretation and dispute resolution.

Planning highlights: Each year (including 2010-2011) the marketing committee researches and prepares fully integrated consumer advertising, and travel trade and media relations marketing strategies, all for the management committee's approval. These strategies will be implemented by program managers, who report directly to the marketing committee.

Expected Results:

$55.2 million in export revenues in each year of the partnership
$165.6 million in export revenues during the life of the partnership

Results to be achieved by non-federal partners (if applicable):
$10 in tourism revenues for every $1 investment in marketing.

Contact information:

Rob McCloskey
Director General, Tourism Atlantic
Atlantic Canada Opportunities Agency
P.O. Box 40
Charlottetown, Prince Edward Island
C1A 7K2
Telephone: 902-626-2479
E-mail: Rob.McCloskey@acoa-apeca.gc.ca

Name of Horizontal Initiative: International Business Development Agreement (IBDA)

Name of lead department(s): Atlantic Canada Opportunities Agency

Lead department program activity: Enterprise Development (program sub-activity: Trade)

Start date of the Horizontal Initiative: April 11, 2005

End date of the Horizontal Initiative: March 31, 2011

Total federal funding allocation (start to end date): $8.4 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, Foreign Affairs and International Trade Canada, 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 three years and $2 million, and in 2000 for $8 million and an additional four years. Funding was cost-shared 70/30 by the federal (through ACOA's IBDP) and the provincial governments.

In 2005 with $7 million from its IBDP, ACOA entered into a new IBDA with its federal and provincial partners to continue the work done in previous years. The commitment to this 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.

More information can be found on the IBDA home page: http://www.acoa-apeca.gc.ca/English/ibda/Pages/HomePage.aspx

Shared outcome(s):
The shared outcomes for the IBDA partners support ACOA's priorities for trade, and are (1) increased number of new exporters; (2) existing exporters reporting sales to new markets; and (3) existing exporters reporting increased sales to existing markets.
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 192 companies to begin exporting, 405 exporters to increase their export sales, and 278 exporters to expand into new markets.

Governance structure(s): 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 departments and agencies (70% funding):
ACOA (lead department)
Foreign Affairs and International Trade Canada (non-funding partner)
Industry Canada (non-funding partner)

Provincial governments (30% funding):
Business New Brunswick
Nova Scotia Business Inc.
Newfoundland and Labrador Department of Innovation
Trade and Rural Development
Prince Edward Island Business Development Inc.

Planning highlights: The IBDA will continue to build upon its accomplishments to date, its extensive experience, and lessons learned to further contribute to sustained growth in international business for the Atlantic region. Through its four key elements, the IBDA will (1) expose sectors and companies to export market opportunities and ensure that they are well prepared with the capability, knowledge and information required for developing international business; (2) develop longer-term strategies and implementation plans for international business development and undertake supporting research on companies' needs and best practices; (3) assist sectors and companies by obtaining market intelligence and contacts, identifying international market opportunities and applying this knowledge to trade development activities; and (4) undertake business activities that support sector export development strategies and contribute to contacts, alliances and ultimately sales for both existing and new exporters.

Expected results: The expected results will be an increase the number of new exporters, an increase in sales for existing exporters in their existing markets, and an increase in sales for existing exporters in new markets. These targets will be achieved by involving Atlantic companies in training and awareness activities (just-in-time, one-on-one and sector-specific training seminars and workshops), planning and research (development of sector export strategies), market information and intelligence (market studies and in-market consultants) and international business development activities (trade shows, incoming and outgoing missions, etc.). To measure success, progress surveys will demonstrate:
(1) Training and Awareness: the number of companies that have an increased knowledge of their target markets, that are reporting that the training contributed to establishing new alliances, partners brokers or distributors, that are committing more time and money to initiate/expand export activities, etc.;
(2) Planning and Research: the extent to which industries are bringing better thought out and longer-term projects, the degree to which results of studies are reflected in program planning and project proposals, etc.;
(3) Market Information and Intelligence: the number of companies that report first time sales to targeted markets, report new alliances, etc.; and
(4) International Business Development Activities: the number of companies reporting increased sales, investment in time and money in targeted markets, new alliances, pursuing leads, developing new market strategies, etc.

Federal partner: Foreign Affairs and International Trade Canada

Expected results: Same as ACOA

Federal Partner: Industry Canada

Expected results: Same as ACOA.

Results to be achieved by non-federal partners (if applicable): Same as for federal partners.

Contact information:
Michel Têtu
Director General, Trade and Investment
Atlantic Canada Opportunities Agency
P.O. Box 6051
Moncton, New Brunswick
E1C 9J8
Tel: 506-851-6496
E-mail: Michel.Tetu@acoa-apeca.gc.ca

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: Sport

Start date of the Horizontal Initiative: 2003–2004

End date of the Horizontal Initiative: March 31, 2012

Total federal funding allocation (start to end date): $582.865M

Description of the Horizontal Initiative (including funding agreement): To monitor and report on the Government of Canada's contribution to the 2010 Winter Games, which engage Canadians from across the country, reflect Canadian values and priorities in their planning, delivery, and international profile, and promote opportunities to advance public policy goals and to make strategic investments that support long-term tangible economic benefits and sport, social, cultural and environmental legacies for all Canadians (www.pch.gc.ca).

The Government of Canada is a key partner in the 2010 Winter Games. The 2010 Federal Secretariat within the Department of Canadian Heritage works horizontally to support and promote federal engagement in the planning and delivery of the Games, which includes providing high-quality essential federal services as well as capital and legacy funding. Fifteen federal Departments are providing services deemed essential for conducting successful Games. Therefore these departments, whether receiving incremental funding for this purpose or supporting the services from their A-base, are accountable for delivering essential federal services under the Multi-Party Agreement signed in 2002. The 2010 Federal Secretariat works with its partners and stakeholders to leverage the Games as an opportunity to advance public policy objectives, establish lasting legacies, and derive maximum benefit for all Canadians (www.canada2010.gc.ca).

Shared outcome(s): There are three levels of shared outcomes as identified below:

• Final Outcomes
  • Sport, economic, social and cultural legacies are established for the benefit of all Canadians;
  • Canadian excellence and values are promoted domestically and internationally; and
  • Canada is recognized as a capable and inclusive host.
• Intermediate Outcomes
  • Pan-Canadian engagement in sport, economic, social and cultural activities related to the 2010 Winter Games;
  • Enhance Canada's domestic and international profile; and
  • Canadians and international participants experience safe and high-quality games.
• Immediate Outcomes
  • Leverage 2010 Winter Games to advance existing federal priorities;
  • Positive exposure and heightened recognition of the Government of Canada as a key partner in the 2010 Winter Games; and
  • Successful delivery of mandated essential federal services.

Governance structure(s):

2010 Federal Games Secretariat
Representative Working Group (RWG)

The 2010 Federal Secretariat, under the leadership of the Deputy Minister of Canadian Heritage, supports the Framework for Federal Coordination (FFC). The FCC is the primary mechanism for promoting horizontal management of the Winter Games. This governance structure consists of three levels:

• A Deputy Ministers and Heads of Agency Coordination Committee that facilitates interdepartmental and intergovernmental consultation and coordination of Games-related issues and commitments;
• An Assistant Deputy Minister-level Representative Working Group (RWG) that reports on the progress of essential federal service delivery; and,
• Working-level Issue Clusters that support intergovernmental coordination and information sharing.

Planning Highlights:

Fiscal year 2010–2011 is the sunset period of this Horizontal Initiative.  Therefore, all activities will be related to the reporting requirement since Departments' specific expected results were achieved leading up to and during the 2010 Olympic and Paralympic Winter Games.

The Government of Canada will fulfill its evaluation and reporting requirements to Canadians highlighting the sport, economic, social and cultural benefits and legacies.

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

Contact information: Karen Mackarous (613) 949-7816

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: Official Languages

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. Thirteen 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 share, express and appreciate their Canadian identity) and to the Government of Canada's outcome (A diverse society that promotes linguistic duality and social inclusion).

Two of 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.

Shared outcome(s):

Three levels of outcomes have been established.

Ultimate outcome: 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 the official language of choice.

Intermediate outcomes:

• Enhanced capacity of Canadians (English‑speaking in Quebec and French-speaking across Canada) to live and work in vibrant communities in their official language of choice.
• Increased proportion of Canadians who are aware of the benefits and have the necessary tools to appreciate linguistic duality.
• Strengthening capacity of the Government of Canada relating to official languages.

Immediate outcomes:

• Continued and improved access to justice services in both official languages.
• Continued and improved access to health services in both official languages.
• Improved social and economic development of official‑language minority communities (OLMC).
• Strengthened capacity of language industries.
• Improved knowledge and use of both official languages.
• Improved access to cultural expressions of both linguistic groups.
• Reinforced coordination for the Official Languages Program (OLP).
• Reinforced linguistic duality in federal public service.

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 (financial and non-financial) needed 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 assigned to the OLS by the partners through the development of the Horizontal Results-based Management and Accountability 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 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; it guides the implementation of the Horizontal Results-based Management and Accountability Framework (HRMAF) and it oversees the evaluation of the Roadmap. During CADMOL meetings, departments with specific responsibilities under the OLA (for instance, Canadian Heritage, Justice Canada, and the Office of the Chief Human Resources Officer) report on achievements that are specific to their mandates 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 in order 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.

Planning Highlights:

For the year 2010–2011, the implementation of the Roadmap continues in line with the Horizontal Results-based Management and Accountability Framework released in September 2009. The coordination of the implementation is facilitated by the formal governance structure currently in place. The Committee of Assistant Deputy Ministers on Official Languages and its support committees, as well as various interdepartmental groups ensure that the different strategies allow for monitoring, measuring and evaluation of the results expected for 2010–2011. Monitoring the implementation of risk mitigation strategies and the performance measurement strategy is scheduled for 2010–2011. To promote information sharing, dialogue events are also planned with key stakeholders.

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

Contact information: Firmin Andzama (819) 934-9197

CSC participates in but does not lead any horizontal initiatives.

Name of horizontal initiative: Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime, formerly the National Initiative to Combat Money Laundering (NICML)

Name of lead department: Department of Finance Canada

Lead department program activity: Economic and Fiscal Policy Framework

Start date of the horizontal initiative: June 2000

End date of the horizontal initiative: 2010–11

Total federal funding allocation (start to end date): $533,786 (thousands)

Description of the horizontal initiative (including funding agreement): The National Initiative to Combat Money Laundering (NICML) was formally established in 2000 as part of the government's ongoing effort to combat money laundering in Canada. Legislation adopted that year, the Proceeds of Crime (Money Laundering) Act (PCMLA), created a mandatory reporting system for suspicious financial transactions, large cross-border currency transfers, and certain prescribed transactions. The legislation also established the Financial Transactions 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 outcomes: To detect and deter money laundering and the financing of terrorist activities and to facilitate the investigation and prosecution of money laundering and terrorist financing offences.

Governance structure: Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime is a horizontal initiative comprised of 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, the Canada Revenue Agency, the Canadian Security Intelligence Service, and the Royal Canadian Mounted Police; non-funded partners include Public Safety Canada, the Office of the Superintendent of Financial Institutions Canada, and Foreign Affairs and International Trade Canada. An interdepartmental ADM-level group and working group, consisting of all partners and led by the Department of Finance Canada, has been established to direct and coordinate the government's efforts to combat money laundering and terrorist financing activities. In addition, the Department of Finance Canada also chairs a Public/Private Sector Advisory Committee. This is a broad-based advisory committee that includes both public and private sector representatives to provide general guidance for Canada's Anti-Money Laundering and Anti-Terrorist

Planning highlights: The priorities for Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime partners will continue to focus on the following key objectives: detecting, deterring and preventing money laundering and terrorist financing and facilitating the investigation and prosecution of money laundering and terrorist financing offences. Each partner plays a key role in the Regime and a coordinated effort is a priority. Regime partners will also provide input for the 10-Year Treasury Board Evaluation of the Regime, which will take place in 2010.

Results to be achieved by non-federal partners: Not applicable

Contact information:

Rachel Grasham
Chief, Financial Crimes Section
Phone: 613-943-2883

1) Name of Horizontal Initiative: Global Peace and Security Fund (GPSF)

2) Name of lead department(s): Foreign Affairs and International Trade Canada

3) Lead department program activity: Diplomacy and Advocacy

4) Start date of the Horizontal Initiative: October 2, 2005; operationalized September 18, 2006

5) End date of the Horizontal Initiative: March 31, 2013

6) Total federal funding allocation (start to end date): 1,025.2*

7) Description of the Horizontal Initiative (including funding agreement): Funded from the Peace and Security Pool of the International Assistance Envelope, the GPSF fills a funding gap by providing dedicated resources for activities that are necessary for a timely response with respect to countries in or at risk of crisis, but that are not properly the responsibility of the Department of National Defence and are outside Canada's traditional official development assistance program. Examples of these activities are supporting peace operations and peace processes, supporting justice and security system reform, enhancing transitional justice and reconciliation, and improving the peace enforcement and peace operations capacities of military and police in Africa and the Americas. Major recipients of funding are Afghanistan, Sudan and Haiti.

The GPSF is both a responsive and directive program, established to provide timely, focused, effective and accountable international assistance in response to critical peace and security challenges. DFAIT works closely with a range of government departments including the Canadian International Development Agency (CIDA), Royal Canadian Mounted Police (RCMP), Department of National Defence (DND), Correctional Service of Canada (CSC), Canada Border Services Agency (CBSA) and Justice Canada. Among other assistance, these partnerships provide critical expertise in the area of justice and security system reform to the civilian components of UN peace operations. In 2008-2009, the GPSF entered into arrangements with several major implementing partners from the federal government. Of particular note was support to security system reform in several GPSF programming countries and the implementation of stabilization and reconstruction projects in Kandahar province, Afghanistan.

8) Shared outcome(s):

• safer and more secure environments conducive to stabilization, recovery and long-term reconstruction;

• greater protection of rights and safety of individuals and populations; and

• improved global and regional response to crisis situations.

9) Governance structure(s): The GPSF is managed by the Stabilization and Reconstruction Task Force (START) Secretariat in the context of a whole-of-government approach coordinated through the START Advisory Board. Chaired by the Director General of the START Secretariat and comprising senior officials from across government, the START Advisory Board is responsible for establishing, within the framework of individual departmental authorities, whole-of-government strategic policy as well as priority setting and direction with respect to fragile states and complex emergencies. It is also responsible for providing a platform for information exchange to ensure that program-related activities are complementary and avoid duplication. The START Secretariat is located in the Programs and Departmental Security Branch of DFAIT and is accountable to DFAIT, which is responsible for the financial, human and physical resource services for START.

10) Planning Highlights: In the context of ongoing GPSF programming in 2010-11, there are three significant developments central to plans for the coming year. They are: 1) ensuring the effective implementation of GPSF funded initiatives in Afghanistan in preparation for the transformation of Canada's military engagement to a civilian one. More specifically, meeting the challenges of continuing in-kind contributions as Canadian Forces prepare to redeploy from Kandahar by July 2011, and the issue of ongoing protection of deployed Canadian government civilian personnel working on GPSF initiatives; 2) continuing Canadian engagement in Sudan in 2010-11 in the context of national elections and a referendum on independence for the semi-autonomous South. GPSF will seek to provide expert support from relevant government departments within the framework of renewed Canadian commitment to Sudan programming through to 2012-13; and 3) working with other government departments (OGD) partners to develop broader frameworks for funding and managing civilian deployments in recognition of the growing demand for Canadian government expertise to respond to complex emergencies internationally.

* Amount is for total funding and includes amounts as of GPSF operationalization in September 2006 and excludes amounts reallocated during the Strategic Review Exercise.
Names of programs of federal partners refer to support to GPSF activities and does not necessarily reflect the name of a department's official program. It is often the case that departments working with the GPSF do not have an official program name.
** Exact figures not known due to definitional ambiguities, in particular inclusion/exclusion dates and Human Security Program (now Glyn Berry Program) carry-over from fiscal years 2005-06 and 2006-07.
*** Due to the fluid programming context in high-risk environments GPSF initiatives occur in, planned programming amounts can change based on various factors.
**** This represents funding to cover incremental costs to the RCMP for the deployment of civilian police in support of international police peacekeeping operations. Excluded are reference level transfers to the RCMP to support the International Police Program.

17) Results to be achieved by non-federal partners (if applicable): The GPSF works with a wide variety of implementing partners, including international and regional organizations, such as the United Nations and its bodies, as well as with non-governmental organizations, academic institutions, foreign governments and other legal entities. 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 and degree of realization of their results will be conditioned by the specific environments in which they work.

Contact information:

Elissa Golberg
Director General, START Secretariat
Foreign Affairs and International Trade Canada
Tel.: 613-665-6689
Fax: 613-944-5911
Email: elissa.golberg@international.gc.ca

Name of Horizontal Initiative: National Anti-Drug Strategy

Name of lead department: 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): $578.6 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 outcomes:

• Reduced demand for illicit drugs in targeted populations and areas;
• Reduced impacts of illicit drug use through prevention and treatment efforts; and
• Reduced supply of illicit drugs.

Governance structure:

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 Youth Justice, and Strategic Initiatives and Law Reform Section 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 implementation of the Prevention and Treatment Action Plans. The Enforcement Working Group, chaired by the Department of Public Safety Canada, oversees the 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.

Planning Highlights:

Link 1:

Reduced drug substances relapse among drug treatment court clients

Link 2:

Overall results:

• To work collaboratively with interested provinces and territories as well as other stakeholders in order to identify gaps in drug treatment programs for youth in the justice system.
• To introduce, pilot and evaluate a number of drug treatment options for youth involved in the youth justice system in communities.
• To share knowledge of the piloted drug treatment programs and promising practices with provinces and territories as well as other interested stakeholders.

Immediate Outcomes:

• Projects on Treatment Services & Program Enhancements
• Enhanced capacity to plan/ deliver a range of treatment services & programs to targeted populations

Intermediate Outcomes:

• Increased availability of & access to effective treatment services & programs for targeted populations in areas of need
• Improved treatment systems, programs & services to address illicit drug dependency in targeted populations in areas of need
• Reduced risk-taking behaviours

Link 3:

Effective leadership of the federal response to concerns around illicit drug prevention, treatment and enforcement through:

• exercising overarching responsibility for policy and coordination;
• maintaining the NADS Governance Structure;
• taking lead responsibility for performance reporting;
• implementing the recommendations from the Implementation Evaluation;
• starting the process for Strategy renewal;

Link 4:
Effective leadership of the federal response to concerns around illicit drug prevention, treatment and enforcement through:

• leading and coordinating all NADS communications activities;
• taking lead responsibility for Strategy evaluation.

Link 1: The mass media campaign plans to enhance the capacity of targeted populations to make informed decisions about illicit drug use. The mass media campaign's progress and contribution to this outcome will be measured by the change in the level of capacity among targeted populations to prevent illicit drug use and related risk-taking behaviour through post campaign public opinion research conducted with both youth 13-15 years of age and their parents, measured against the baseline surveys that were conducted with parents in 2008 and with youth in 2009.  The campaign's success will also be measured through website hits, booklet downloads, calls to 1-800-O-Canada and number of booklets ordered/shipped; and by evidence of capacity changes for influencing decision-making and behaviours around illicit drug use and associated consequences in targeted populations.

Link 2: DSCIF plans to enhance the capacity of targeted populations to make informed decisions about illicit drug use. The program's success and progress will be measured by the level/nature of acquired or improved knowledge/skills to avoid illicit drug use within the targeted population, and will be measured by evidence that capacity changes are influencing decision-making and behaviours around illicit drug use and associated consequences in targeted populations.

DSCIF also plans to strengthen community responses to illicit drug issues in targeted areas, and will measure their progress based on the type/nature of ways that community responses have been strengthened in targeted areas. For example, the adoption/integration of evidence-informed/best practices within the targeted areas will indicate the program's contribution to this outcome.

Link 3: DTFP plans to increase availability of and access to effective treatment services and programs for at-risk youth in areas of need. The Program's success and progress will be measured by the type/nature of treatment services and supports that have been made available by end of FY and will be measured by the program/service utilization trends associated with their populations and areas of need.

DTFP will also seek to improve treatment systems, programs and services to address illicit drug dependency of affected Canadians. The Program's success and progress in this plan will be measured by the extent to which treatment system improvements have been made; perceptions of stakeholders; and, the extent to which uptake/integration of evidence-informed practices has occurred.

Link 4:  FNIHB plans to increase availability of and access to effective treatment services and programs for Aboriginal populations in areas of need (as determined by regional needs assessments). The progress of this plan will be measured by the nature of new or enhanced services that have been made available through funding in targeted areas and are based on research or best practices. FNIHB also plans to improve treatment systems, programs and services to address illicit drug dependency in Aboriginal populations in areas of need. The progress of this plan will be measured by the proportion of treatment facilities accredited to F/P/T or other appropriate standards of accreditation; the changes in stakeholder/client perceptions regarding the extent to which treatment services have been improved in NADS-supported investment areas; the types of collaborative/partnerships with Aboriginal organizations to improve systems, programs and services; and the extent to which an uptake/integration of evidence-informed practices has occurred. Lastly, FNIHB plans to reduce risk-taking behaviours among clients of treatment programs. The success of this plan will be measured by changes in stakeholder/client perceptions regarding the extent to which clients are make healthy decisions concerning substance use post-Strategy compared to pre-Strategy. 

Link 5: Office of Controlled Substances plans to increase compliance and reduce risk associated with the diversion of precursor chemicals. The success of this plan will be measured by the level of potential diversion of precursor chemicals and controlled substances (as indicated by Loss and Theft Reports), and by the rates of compliance with policies and regulations.

The Office of Controlled Substances also plans to reduce the health, safety and security risks associated with illicit drug production. The success and progress of this plan will be measured by the size of synthetic drug production disrupted (as indicated by the detailed requests for authorizing disposal of synthetic substances).

Link 6: Drug Analysis Services plans to improve drug enforcement intelligence and evidence. The success and progress of this plan will be measured by the number of acquittals and dismissals that can be attributed to DAS evidence, and will also be measured by the perceptions of stakeholders regarding the benefit and timeliness of DAS contribution to court/police response. Drug Analysis Services also plans to increase safety in dismantling illicit drug operations. The success and progress of this plan will be measured by the number and nature of injuries to law enforcement officers and other first responders during the investigation and dismantling of illegal drug operations, and will also be measured by the level of additional risk to the environment as a result of investigation and dismantling of illegal drug operations.

Link 1: Improved knowledge translation with respect to treatment and understanding of the consequences of illicit drug use.

Link 1: Safer communities and more effective policing through strategic national enforcement policies.

Link 2: Reduced offending among targeted populations.

Link 3: Effective evidence-based responses to substance use/abuse and crime related issues in communities.

*note: Drug Recognition Expertise (DRE) is not included in this report.

Link 1: Increased awareness of the nature, extent and consequences of substance use/abuse within the school, workplace and Aboriginal communities and among youth, professionals and the general public through partnerships with internal and external departments.

Link 2: Improved skills/competencies in the delivery of programs.

Link 3: Increased police awareness of risk and protective factors of youth offenders and victims. Increased community satisfaction with RCMP youth-related services. Increased police awareness of community-based youth-serving resources and referral procedures. Increased referrals to youth addictions treatment and intervention programs by police

Link 4: Expanded international and national cooperation to enhance our understanding and knowledge of drugs, related trends, and production and diversion methods

Link 5: Enhanced ability to detect and respond to the supply of illicit drugs and harmful substances

Link 6: Enhanced ability to improve tactical targeting, through an improved intelligence network. 

Link 1:  Timely case preparation; rate of offenders successfully reintegrated into the community

Link 1: Should the proposed legislation be passed by Parliament and receive Royal Assent this funding will provide the NPB the capacity for effective management of its legislated responsibilities for parole decision-making for offenders in relation to the requirements of the new legislation. NPB will collect information and report on workloads and outcomes of parole for provincial offenders incarcerated as a result of new legislative provisions (e.g., the number and proportion of offenders who successfully complete their parole). 

Link 2: Should the proposed legislation be passed by Parliament and receive Royal Assent this funding will provide the NPB the capacity for provision of information and assistance to victims of crime, observers at hearings and individuals who seek access to the decision registry in relation to the requirements of the new legislation.  In a similar manner, NPB will report on the extent of involvement of victims, and observers in conditional release processes and the level of satisfaction of these individuals with the information and assistance provided by NPB.

Effective management of both these responsibilities will contribute to public safety and reinforce public confidence in the justice system.

Link 1: 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.

Link 2: Provision of prosecution-related advice and litigation support during police investigations, and prosecution of drug charges under the CDSA resulting from the Mandatory Minimum Penalties, subject to the proposed legislation being passed by Parliament and receiving Royal Assent.

*note: This figure includes 20% EBP and 13% Accommodation (PWGSC) Costs of $0.3 M.

Link 1: Increase awareness and capacity to gather information and intelligence of illicit drug issues relative to the border.

Link 2: Laboratory and Scientific Services Directorate (LSSD): Continuation of the original NADS plan with respect to additional sampling, analysis and increased use of mobile laboratory capabilities to assist in the detection of precursor chemicals at the ports of entry.  Safe sampling tools still in development.  Pilot tests anticipated in 2010-11.

Link 3: Increase intelligence support to regional enforcement activities to interdict goods entering and leaving Canada under the strategy.

Link 4: Improve relationships and communication  with partner agencies under the Strategy to identify opportunities and improve intelligence activities such as targeting and information sharing related to illicit drugs and other goods (such as precursor chemicals) identified under the Strategy as they relate to the border.

Link 5: LSSD: Continuation of the original NADS plan with respect to additional sampling, analysis and increased use of mobile laboratory capabilities to assist in the detection of precursor chemicals at the ports of entry.  Safe sampling tools still in development.  Pilot tests anticipated in 2010-11.

Link 6: Establish national coordination of efforts, leverage partner networks and activities to support risk assessment and enforcement activities.

Link 7: Identify best practices domestically and abroad to strengthen border-related operations under the strategy.

Link 1: Improved capacity of UNODC to fulfill its mandate in the fight against drugs and international crime at the global level.

Link 2: Improved capacity of CICAD to fulfill its mandate in the fight against drugs in the Americas.

Link 1: 15 audits of MGOs and clandestine laboratories resulting in over $2,500,000 of federal taxes.

*Note: This figure includes $39,277 in EBP and $25,530 in accommodation premiums

Link 1: Increased operational capacity to provide additional forensic accounting services to law enforcement agencies.  Forensic accounting services assist law enforcement and prosecution agencies in determining whether the assets of suspects were derived from criminal activities, thereby allowing the Government of Canada to seize the assets and remove the financial incentive for engaging in criminal activities.

Link 1: Law enforcement and intelligence agencies receive financial intelligence related to drug production and distribution that is useful for further actions.

Link 2: Enhanced compliance in high-risk reporting entity sectors.

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

Contact information:

Catherine Latimer
General Counsel and Director General
Youth Justice, and Strategic Initiatives and Law Reform Section
(613) 957-9623
clatimer@justice.gc.ca

1. Name of Horizontal Initiative: The Canadian Group on Earth Observations is a collection of federal Departments participating in the International Group on Earth Observations (GEO).

2. Name of lead department(s): Environment Canada is the lead Department by virtue of the identification of the ADM of the Meteorological Service of Canada as the GEO Principal.

3. Lead department program activity: 2.1 Weather and environmental Services for Canadians

4. Start date of the Horizontal Initiative: July 2003; though there are no dedicated funds, this initiative is funded from existing A-Base

5. End date of the Horizontal Initiative: Ongoing

6. Total federal funding allocation (start to end date): Provided through A-Base and in-kind contributions from other federal Departments.

7. Description of the Horizontal Initiative (including funding agreement): The GEO seeks to implement a Global Earth Observation System of Systems (GEOSS) to allow free and open access to earth observations for decision- and policy-makers by all countries. In so doing, users such as Environment Canada and Natural Resources Canada will be better able to better predict the future state of planet earth and better warn citizens of the onset of hazardous conditions. See the GEO website for more detail: http://www.earthobservations.org/.

8. Shared outcome(s):

• Enhancing access to global Earth observation data and science to meet Canadian environmental and socio-economic monitoring requirements
• Maximizing the effectiveness of Canadian investments in Earth observation networks, both domestic and international
• Improving evidence-based decision-making in operational and policy domains based on coordinated, comprehensive and sustainable Earth observations

9. Governance structure(s): Coordination is achieved through a DG level Interdepartmental Coordinating Committee (ICC)

10. Planning Highlights: An ADM level committee is proposed to provide strategic direction to Departments for the larger issue of data standards, policies and sharing principles. This will be a key effort for Departments interested in earth observations to contribute to through the ICC. A focus of the international GEO this year will be on the continued establishment of biodiversity and carbon monitoring networks. For Canadian GEO efforts, there will be a focus on partnering with the US on test-bed monitoring sites in the Great Lakes Basin, the prairies and the Rocky Mountains for better understanding of the water cycle and better predictions of drought, flood and water quality conditions.

16. Expected results:

• Bilateral projects and activities with US, including international test beds and research projects.
• Canadian inputs and positions coordinated for international 2010 GEO Ministerial Summit in China.
• CGEO departments are engaged in Earth observation data issues and policy development.

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

18. Contact information:

Danielle Lacasse
Director General, Business Policy Directorate,
Meteorological Service of Canada,
Environment Canada
141 Laurier Avenue West, Ottawa, ON K1P 5J3
613-943-5532
Danielle.Lacasse@ec.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: 1.3 Sustainable Ecosystems

4.Start date of the Horizontal Initiative: April 1, 2005 (GLAP IV resources)

5.End date of the Horizontal Initiative: March 31, 2010 (expiration date of 2007-2010 Canada-Ontario Agreement Respecting the Great Lakes Basin Ecosystem and 2005-2010 Great Lakes Action Plan for Areas of Concern - GLAPIV resources)*

* Note: The Government of Canada is entering into negotiations with the Government of the United States to amend the Canada-U.S. Great Lakes Water Quality Agreement. The implications of these negotiations for a new federal program are currently unknown.

18.Contact information:
Linda Klaamas
Manager, Great Lakes Environment Office
Environment Canada
416-739-5810

1. Name of Horizontal Initiative: Implementation of the Species at Risk Act

2. Name of lead department(s): Environment Canada

3. Lead department program activity: 1.1 Biodiversity – Wildlife and Habitat

4. Start date of the Horizontal Initiative: 2000

5. End date of the Horizontal Initiative: Ongoing (Some sunsetting resources, ending in 2011-2012)

6. Total federal funding allocation (start to end date): Ongoing resources

7. Description of the Horizontal Initiative (including funding agreement): This horizontal initiative supports the development and implementation of the National Framework for Species at Risk Conservation 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):

• Implementation of SARA
• Protection of species at risk
• Protection of biodiversity

9. Governance structure(s):

• Canadian Endangered Species Conservation Council (CESCC) - federal, provincial and territorial ministers responsible for wildlif
• Canadian Wildlife Deputy Ministers
• Canadian Wildlife Directors Committee (CWDC) - federal, provincial and territorial directors responsible for wildlife
• Associate Deputy Ministers Committee (Environment Canada, Fisheries and Oceans Canada, Parks Canada)
• Assistant Deputy Ministers Committee (Environment Canada, Fisheries and Oceans Canada, Parks Canada)
• Director General Operations Committee (Environment Canada, Fisheries and Oceans Canada, Parks Canada and others)

10. Planning Highlights:

• As of January, 2010, 447 species are listed on Schedule 1 of SARA, 105 final recovery strategies are posted on the SARA Public Registry and 198 recovery strategies are currently in various stages of development.
• SARA 5-year Review: support parliamentary review and preparation of response
• Document SARA requirements in the SARA Quality Management System (QMS) and implement key QMS processes
• Continue to deliver on ongoing mandated obligations under SARA (assessment, listing, recovery planning and implementation, consultations with Aboriginal Peoples, etc.), with particular focus on:
  • Listing: review input/feedback from Polar Bear consultations
  • Recovery planning document preparation: consultations on caribou, grassland birds and Wood Bison; completion of Accord-led recovery documents including critical habitat (CH) identification where possible
  • Recovery implementation: continued delivery of funding programs
  • Increased species-specific monitoring and evaluation and research based on identified priorities in recovery strategies
• Address legal challenges as required

16. Expected results:

1) General administration of SARA, including production of the Annual Report to Parliament

• Indicator: Timeliness of Annual Report to Parliament

2) Participation in and response to Parliamentary five-year review of SARA and as required, Minister's Roundtable

3) Finalization and implementation of policies

• Indicator: Publication of the Final Species at Risk Policies on the Species at Risk Public Registry

4) Continued implementation of the SARA evaluation action plan

• Indicator: % of actions completed prior to the evaluation report of the outcome evaluation (2010/2011)

5) Ongoing administration of contribution funding programs, including the Habitat Stewardship Program (HSP), the Aboriginal Fund for Species at Risk (AFSAR), and the Interdepartmental Recovery Fund (IRF)

• Indicator: Number of projects funded under each of the contribution funding programs

6) Preparation of ministerial response statements to COSEWIC Assessments

• Indicator: % of response statements issued within 90 days

7) Continued work to finalize bilateral agreements with provinces and territories

• Indicator: % of bilateral agreements signed

8) Consultations on listing and recovery planning documents

• Indicator: % of listed species at risk for which listing and recovery planning consultations have taken place

9) Regulatory initiatives as required, including addition of species to the List of Wildlife Species at Risk

• Indicator: Number of orders to protect species at risk and critical habitat (listing, critical habitat protection, emergency listing, emergency protection and application of section 32 and/or section 33 to non-federal lands orders)

10) Preparation of recovery planning documents

• Indicator: Number of recovery strategies, action plans and management plans developed and published by lead jurisdiction (federal government, provinces and territories)

11) Development of outreach material, including SARA enforcement and compliance promotion

12) Responding to legal challenges

17. Results to be achieved by non-federal partners (if applicable):

1) Assessment and reassessment of species, subspecies and populations by the Committee on the Status of Endangered Wildlife in Canada (COSEWIC)

• Indicator: Number of species assessed per year by COSEWIC

2) Leveraged funding and various public- and private-sector stewardship activities for the protection of species at risk habitat through the Habitat Stewardship Program

• Indicator: Number of projects funded under the Habitat Stewardship Program

3) Development of recovery planning documents by provinces and territories, and with involvement of experts from the academic world and non-governmental organizations

• Indicator: Number of provincial/territorial recovery planning documents developed

4) Research and education efforts to recover Canadian species at risk through departmental funding

• Indicator: Number of projects funded under each of the contribution funding programs

5) Protection of important or critical habitat through the Aboriginal Critical Habitat Protection Fund and other Stewardship initiatives

• Indicator: Number of projects funded under the Aboriginal Critical Habitat Protection Fund

18. Contact information:

Mary Taylor
Director, Conservation Service Delivery and Permitting Division
Canadian Wildlife Service
Environment Canada
819-953-9097
Mary.Taylor@ec.gc.ca

Susan Humphrey
Regional Director, Ontario Region
Canadian Wildlife Service
Environment Canada
416-739-5882
Susan.Humphrey@ec.gc.ca

1. Name of Horizontal Initiative: The Federal Contaminated Sites Action Plan (FCSAP), approved March 2005 (followed from the two-year Federal Contaminated Sites Accelerated Action Plan (FCSAAP).

2. Name of lead department(s): Environment Canada and Treasury Board of Canada Secretariat

3. Lead department program activity: 3.1 Substances and Waste Management (EC); Management Policy Development and Oversight (TBS)

4. Start date of the Horizontal Initiative: FCSAP in effect since April 2005. Former 2-year FCSAAP program commenced April 2003.

5. End date of the Horizontal Initiative: FCSAP expected to continue for 15 years. However, the current policy approval ends March 31, 2011.

6. Total federal funding allocation (start to end date): $1,775.2 million (including PWGSC accommodations charges) to March 31, 2011

7. Description of the Horizontal Initiative (including funding agreement): The Federal Contaminated Sites Action Plan (FCSAP) provides a long-term mechanism to address federal contaminated sites having the highest human health and ecological risks. At the end of March 2004, federal contaminated sites represented a financial liability of approximately $3.5 billion. Although responsibility for the actual management and remediation of federal contaminated sites rests with responsible custodial departments, the overall program is administered jointly by Environment Canada and the Treasury Board of Canada Secretariat.

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 a Director Generals Committee, the Contaminated Sites Management Working Group (CSMWG) and the FCSAP Secretariat (Environment Canada), which provides overall program coordination.

10. Planning Highlights: Although 2009-2010 was expected to be the final year of the first 5-year policy approval of the FCSAP program, Canada's Economic Action Plan (CEAP) provided an additional year of policy approval as well as two years of additional funding ($245.5M) to accelerate site assessment and remediation/risk management activities until March 31, 2011. As the final year of both the CEAP initiative and the regular program, 2010-2011 will be an exceptional year in terms of planning and deliverables. Program partners will not only be responsible for delivering on their project commitments from the regular and accelerated programs, they will be required to collaborate in the development of a program renewal proposal and 5-year funding submission for consideration and approval by Ministers to enable the continuation of the FCSAP program beyond March 31, 2011.

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

18. Contact information:
FCSAP Secretariat, Contaminated Sites Division,
15th floor, Place Vincent Massey, 351 St. Joseph Blvd
Gatineau, QC K1A 0H3
(819) 934-8153