ARCHIVED - 2007-2008 DPRs - Horizontal Initiatives

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Agriculture and Agri-Food Canada

Table 10: Horizontal Initiatives

A "horizontal initiative" is an initiative in which partners from two or more organizations have agreed under a formal funding agreement (e.g. Memorandum to Cabinet, Treasury Board submission, federal-provincial agreement) to work toward the achievement of shared outcomes.

The objective of reporting on horizontal initiatives is to provide Parliament and the Canadian public and government with an overall picture of public spending and results achieved by departments working together.

Horizontal initiatives listed below were led by AAFC and were allocated federal funds that exceed $100 million (counting all federal partners) for the duration of the program, or were allocated less than $100 million in federal funds but still considered to be key to the achievement of government priorities, or had a high public profile.

Following is a summary list of horizontal initiatives for 2007-08. More complete information on each initiative, including spending and results, is available on the Treasury Board Secretariat's Horizontal Results Database.

1. Canadian Agricultural Income Stabilization program (CAIS)
2. Canadian Agricultural Skills Service (CASS)
3. Co-operatives Secretariat
4. Farm Business Services
5. MOU with Canadian Food Inspection Agency (CFIA) on Food Safety and Quality
6. AAFC-Department of Foreign Affairs and International Trade (DFAIT) MOU on Agri-Food Specialists Positions Abroad
7. MOU with Environment Canada (EC) on the National Agri-Environmental Standards Initiative (NAESI)
8. MOU with Health Canada (HC) on Food Safety and Quality and Environment
9. Production Insurance
10. Rural Development

Horizontal Initiative

1. Name of Horizontal Initiative:
Canadian Agricultural Income Stabilization (CAIS) (transition to AgriStability/ AgriInvest)

2. Name of Lead Department(s):
Agriculture and Agri-Food Canada (AAFC)

3. Lead Department Program Activity:
Business Risk Management

4. Start Date of the Horizontal Initiative:
April 1, 2003
For Agricultural Policy Framework (APF) - Business Risk Management funding, which covers CAIS.

5. End Date of the Horizontal Initiative:
March 31, 2008
For APF-Business Risk Management funding, which covers CAIS.

6. Total Federal Funding Allocation (start to end date):
$2.4 billion over five years.

7. Description of the Horizontal Initiative (including funding agreement):
Under the Agricultural Policy Framework (APF) 2003/04-2007/08, CAIS was one of two core business risk management (BRM) programs, together with Production Insurance. CAIS was a margin-based program that integrated stabilization and disaster protection into a single program, helping producers protect their farming operations from small and large drops in income. This was a whole-farm program available to eligible farmers regardless of the commodities they produced.

As a result of producer and industry concerns with the responsiveness, timing of payments and predictability of the program, the government committed, in the 2006 Speech from the Throne and Budget, to replacing CAIS with more responsive, predictable and bankable programs. After consultations with industry and the provinces and territories, federal-provincial-territorial governments agreed to replace CAIS with a new suite of BRM programs which includes AgriStability, AgrInvest, AgriInsurance and AgriRecovery. Transition to the new programs began in the 2007-08 fiscal year. The application deadline for the 2007 program year is the fall of 2008.

AgriStability is an improved margin-based program that provides farmers with assistance for larger income decline. The program compensates producers when their margin in the program year is more than 15 percent lower than their reference margin from previous years (the second and third tiers under CAIS). While AgriStability is similar to CAIS, it includes a number of enhancements which have long been requested by industry leaders, including a better method for valuing producer inventories, expansion of the criteria for negative margin coverage to allow deeper coverage for back-to-back disasters and an automatic Targeted Advance Payment for when disasters occur. In addition to these parameter changes, governments have also worked to improve the service delivery of the program by introducing enhancements such as automatic sign-up for previous participants, more flexible deadlines, simplified forms and electronic filing, online calculators, national service standards, and clearer program statements.

The new AgriInvest program will allow producers to self-manage the first 15 percent of their losses (the first tier under CAIS), through producer-government savings accounts. Annual producer deposits will be matched by government contributions (cost-shared 60:40 by federal and provincial governments) into the producer's account. Producers will have full access to use their AgriInvest money to address their farm income losses or for investments to mitigate on-farm risks or otherwise enhance profitability. In addition, to ensure that AgriInvest accounts are effective in the first years of the program, before producers have had a chance to build up their AgriInvest balances, the federal government provided one-time "kick-start" contributions into accounts (which did not require a matching producer deposit).

Program costs, including program payments and administrative costs, are cost shared by the federal government and the provinces on a 60:40 basis, respectively as identified in the following authorities:

• Farm Income Protection (FIPA): Section 4
• inet:
  • Action Plan for the Agricultural Sector: Part II (June 2006);
  • Action Plan for the Agricultural Sector: Part III (Oct. 2006)
  • Amendments to Farm Income Stabilization Programming (March 2007)

The program links to the departmental strategic outcome Security of the Food System.

8. Shared Outcome(s):
To assist producers in protecting their farming operations from drops in income due to circumstances beyond their control.

Performance measures are:

1. Percentage target of 80% of the 5-year average program margin that eligible participants achieve overall as a result of the program payments.
2. Percentage target of 80% of farm market receipts covered by the program.

9. Governance Structure(s):
The CAIS program is part of the comprehensive APF developed by federal, provincial and territorial Ministers of Agriculture, and falls under the Business Risk Management priority. Funding is 60% federal and 40% provincial/territorial.

The CAIS program is delivered in British Columbia, Saskatchewan, Manitoba, New Brunswick, Nova Scotia, Newfoundland and Labrador, and Yukon by a federal administration. In Alberta, Ontario, Quebec, and Prince Edward Island, the CAIS program is delivered provincially.

Governance structure consists of the following:

1. The Senior Administrator's Delivery Committee consists of select ADMs and Senior Administrators from the delivering CAIS administrations (Canada, Alberta, Ontario, and Prince Edward Island) with the purpose of strategically looking at how Administrations can work together to create national efficiencies and make strategic decisions on delivery.
2. The Federal/Provincial/Territorial (FPT) Business Risk Management (BRM) Policy Working Group examines overarching BRM policy issues including performance measurement and future direction. The federal government has two voting representatives and each participating province/territory has one voting representative. The FPT BRM Policy Working Group is co-chaired by one federal official appointed by Agriculture and Agri-Food Canada and one provincial/territorial representative elected from the FPT BRM Policy Working Group to a one year term.
3. The FPT CAIS Administrators Working Group consists of officials from FPT levels of government who are policy or subject matter experts of business risk management programs and report to the Business Risk Management Working Group through its chair. The purpose of the Working Group is to develop the program guidelines and evaluate program parameters and processing issues. The group discusses issues related to program administration, file processing, administrative policy, finance, communication and any other related program issues.
4. The National CAIS Committee (NCC) assists in the administration of the program as specified in Section 5(3) of the Farm Income Protection Act (FIPA). Each participating province and territory appoints one provincial and one producer (maximum 3 year term) representative. The Minister appoints 10 producer representatives, one producer who is an aboriginal person and four federal officials. The chairperson is named by Canada from the four federal official members. The Committee monitors the operation of the CAIS Program and ensures national consistency in program delivery. The NCC was replaced by the National Program Advisory Committee (NPAC) in December 2007. The mandate and composition of the NPAC remains the same as that of NCC.

A similar structure is utilized for the new BRM programs AgriStability and AgriInvest.

10. Federal Partners	11. Federal Partner Program Activity	12. Names of Programs for Federal Partners	13. Total Allocation (from start to end date)	14. Planned Spending for 2007-2008	15. Actual Spending for 2007-2008	16. Expected Results for 2007-2008	17. Results Achieved in 2007-2008
1. AAFC (lead)	Business Risk Management	CAIS / AgriStability	$2.4 billion (for fiscal years 2003/04 to 2007/08)	$610.5 million	$433.6 million	Producers better supported and able to manage business risks Increased sector viability and profitability	A number of program enhancements have been implemented to better serve producers including: a better method for valuing producer inventories, expansion of the criteria for negative margin coverage to allow deeper coverage for back-to-back disasters and an automatic Targeted Advance Payment for when disasters occur. In addition, improvements have been made to service delivery by introducing automatic sign-up for previous participants, more flexible deadlines, simplified forms and electronic filing, online calculators, national service standards, and clearer program statement.
		AgriInvest	$172.5 M for fiscal year 2007-08 (This amount was diverted from the CAIS $2.4B as AgriInvest replaces the top 15% of CAIS)		$168.3 M	Producers better supported and able to manage business risks Increased sector viability and profitability	Fiscal year 2007-08 was a transition year for the AgriInvest program. As such, program development was the focus and actual program payments to producers were not made. However, Program Grants & Contributions are recognized in the year that the related economic event occurs (ie 2007 Program/tax year). Payments to producers happen the year following the program/tax year (2008-09). To help producers build their AgriInvest accounts, the federal government provided a one-time only initiative to seed AgriInvest accounts. The $600 million Kickstart payment was delivered to producers in the 2007-08 fiscal year (not included in spending figures).
Total			$2.4 billion	$610.5 million	$601.9 million

18. Comments on variances:
Although the Administration costs remain relatively constant, the variance in year to year G&C payments is directly related to the needs of the agriculture industry. CAIS/AgriStability is demand-driven rather than being funded from a set allocation for each fiscal year. As such, in good years, the program will cost governments less, while in bad years (i.e., years with dropping commodity prices, disasters, etc.) the costs of the program will be higher. The program does, however, include a payment cap of $3 million per participant per program year in order to control costs for governments and prevent larger operations from capturing a large share of program benefits.

The AgriInvest variance between planned and actual spending was due to the timing of the program approval which occurred after the preparation of the 2007-08 RPP.

19. Results to be Achieved by Non-federal Partners (if applicable)
Joint planning and execution (federally and provincially) so provincial results are consistent.

The BRM Working Group has been working towards developing national performance indicators for program delivery. A national processing service standard for CAIS 2006 program delivery year was agreed upon. This was a key achievement and responded to the Treasury Board policy requiring departments to establish and monitor service standards. Ongoing discussions on the expectation of administrations for regular service standard reporting will be taking place.

20. Contact Information
Michele Taylor
Director General
Farm Financial Programs Branch
204-984-5645

Note: Planned Spending and Total Allocation figures represent the amounts included in Estimates.

Horizontal Initiative

1. Name of Horizontal Initiative
Canadian Agricultural Skills Service (CASS)

2. Name of Lead Department(s)
Agriculture and Agri-Food Canada (AAFC)

3. Lead Department Program Activity
Innovation and Renewal

4. Start Date of the Horizontal Initiative
April 1, 2003

5. End Date of the Horizontal Initiative
March 31, 2008 (extended to March 31, 2009)

6. Total Federal Funding Allocation (start to end date)
$74.58 million over six years

7. Description of the Horizontal Initiative (including funding agreement)
Farmers and/or their spouses are offered assistance for skills development and access to training that could result in increased on or off-farm income. Assistance is provided to access training in areas such as improved farm practices and farm business management including accounting, finance, human resource management; training for other employment; or training to acquire skills for starting a new business. To access training, financial support such as tuition fees for courses, supplies for courses as well as travel and accommodation is provided. By providing assistance for skills development and training, this horizontal initiative contributes to the strategic outcome of innovation for growth. Further details can be found at the following web link: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1176222540186&lang=e

8. Shared Outcome(s):
(a) Farmers' profitability increased;
(b) Improved choices about sources of income; and
(c) Production of farm products based on market and consumer demands respecting food safety and food quality and environmentally-responsible production, and opportunities from science and innovation captured.

9. Governance Structure(s)
Program development with Renewal federal/provincial/territorial working group. Program delivery by Service Canada (Human Resources and Social Development Canada (HRSDC)), Provincial Governments and Third Party delivery agents.

10. Federal Partners	11. Federal Partner Program Activity	12. Names of Programs for Federal Partners	13. Total Allocation (from start to end date)	14. Planned Spending for 2007-2008	15. Actual Spending for 2007-2008	16. Expected Results for 2007-2008	17. Results Achieved in 2007-2008
						Please note that expected results are different from the ones expressed in the 2007-08 Report on Plans and Priorities. Expected results presented here are consistent with those for Renewal Programs within the recently approved Performance Measurement Framework of the Management Resources and Results Structure. They also better reflect the outcomes of the program.
1. AAFC Human Resources and Social Development Canada (HRSDC)	Innovation and Renewal	a. Canadian Agricultural Skills Service	$74.58 million (for fiscal years 2003/04 to 2008/09)	$29.4 million	$40.8 million	Farmers and farm families meet their financial goals	In 2007-2008, 4,638 producers participated (2,951 of these through the Canadian Farm Families Options Program), bringing the cumulative total to 13,807; 80% of CASS CIA respondents reported that the skills and/or knowledge they developed through participation in CASS helped them in reaching their most important business goal (60% of most important goals reported by CIA CASS respondents were financial goals).
Total			$74.58 million	$29.4 million	$40.8 million	Farmers and farm families meet their financial goals.	Of total 2007 NRS respondents 30% reported that their top business goal is maximizing return on investment, up from 26% in 2004; 96% reported to be meeting this goal to some extent in 2007.

18. Comments on Variances
The delivery of CASS was in its third year in 2007-08. Increased awareness of the program, combined with the CASS cross compliance requirement under the Options program has resulted in higher uptake than originally anticipated for 2007-08.

19. Results to be Achieved by Non-federal Partners (if applicable)
CASS is delivered through agreements with five provinces (Ontario, Manitoba, Saskatchewan, Alberta, and Prince Edward Island) and through Service Canada in the remaining four provinces and the Yukon (CASS is not available in Quebec and only available on demand in Nunavut and North West Territories). Of the 4,638 producers who participated in 2007-08, 4,449 were in the provinces with provincial delivery arrangements and 189 were in the provinces/territories served by Service Canada. In the provinces with provincial delivery arrangements, participation was as follows: Ontario (841), Manitoba (739), Saskatchewan (2,070), Alberta (764), and PEI (35). In provinces covered by Service Canada, participation was as follows: British Columbia (125), New Brunswick (25), Nova Scotia (37) and Yukon (2). Overall, analysis to date indicates that 79% of CASS participants from provinces with provincial delivery were satisfied or very satisfied with the services provided for the development of their individual learning plan.

20. Contact Information:
Johanne Métayer, Director
Renewal Division, Farm Financial Programs Branch
Agriculture and Agri-Food Canada
613-759-6689

Note: Planned Spending and Total Allocation figures represent the amounts included in Estimates.

Horizontal Initiative

1. Name of Horizontal Initiative
Co-operatives Secretariat

2. Name of Lead Department(s)
Agriculture and Agri-Food Canada (AAFC)

3. Lead Department Program Activity
Rural and Co-operatives Secretariats

4. Start Date of the Horizontal Initiative
April 1, 2003

5. End Date of the Horizontal Initiative
March 31, 2008 (extended to March 31, 2009)

6. Total Federal Funding Allocation (start to end date)
$22.0 million over six years

7. Description of the Horizontal Initiative (including funding agreement)
The Co operatives Secretariat was established in 1987 to help the Government of Canada respond more effectively to the concerns and needs of Canadian co-operatives. The Secretariat advises the government on policies affecting co-operatives, co-ordinates the implementation of such policies, promotes co-operatives within the federal government, and provides a link between the co-operative sector and the many federal departments and agencies with which they interact.

8. Shared Outcome(s)
The end outcome of the Government of Canada with respect to co operatives is the expanded use of the co-operatives model to enhance the economic growth and social development of Canadian rural and urban society. The objectives are to:
-raise awareness of the co operative model and of the role that co operatives can play in both social and economic development;
-promote policies, programs and legislation that support co operatives development to achieve federal policy objectives, and greater harmonization of efforts; and
- encourage the growth of existing co operatives and the creation of new co-operatives to meet the social and economic needs of Canadians.

9. Governance Structure(s):
The Co-operatives Secretariat was created to improve the relationship between Canadian co operatives and the 17 federal departments and agencies currently known to have legislation, policies or programs affecting co operatives. Formal mechanisms for collaboration include the Interdepartmental Committee on Co operatives, dialogue with provincial collaborators and sector working groups. The Co-operatives Secretariat, working closely with the Minister responsible for co-operatives, acts as a coordinator for interaction between the government and the co operative sector. The Secretariat is headed by an Executive Director, and administrative services for the Secretariat are provided by AAFC. More details on the functions of the Secretariat are available.

10. Federal Partners Involved	11. Federal Partner Program Activity	12. Names of Programs for Federal Partners	13. Total Allocation (from start to end date)	14. Planned Spending for 2007-2008	15. Actual Spending for 2007-2008	16. Expected Results for 2007-2008	17. Results Achieved in 2007-2008
Co-operatives Secretariat/ AAFC    A listing of the 17 departments and agencies with legislation, policies and programs affecting co-operatives is available at: http://www.agr.gc.ca/rcs-src/coop/index_e.php?s1=leg&page=intro#CIC.	Rural and Co-operatives Secretariats	Co-operative Development Initiative (CDI): - Advisory   Services - Innovation & Research	$22.0 million (for fiscal years 2003/04 to 2008/09)	$4.1 million	$9.3 million	Enhanced capacity for development of co operatives.	Network of 20 provincial, regional and sectoral partners involved in the delivery of CDI - Advisory services
						Increased opportunities, barriers mitigated and enhanced capacity of co-operatives development through government policies, programs and services.	During 2007-08, the Ag-CDI was extended for 2 years which will enable partnership with the co-op sector to assist farmers who want to explore the co-op approach to capture new agricultural value-added opportunities, including biofuels.
Total			$22.0 million	$4.1 million	$9.3 million

18. Comments on variances:
The Ag-CDI funding renewal during the year increased available funding by $1M which was essentially expended.

19. Results Achieved by Non-Federal Partners:
Not applicable

20. Contact Information:
Donna Mitchell
Executive Director
Rural and Co-operatives Secretariats
613-759-7113

Note: Planned Spending and Total Allocation figures represent the amounts included in Estimates.

Horizontal Initiative

1. Name of Horizontal Initiative:
AAFC-Department of Foreign Affairs and International Trade (DFAIT) MOU on Agri-Food Specialists Positions Abroad

2. Name of Lead Department(s):
Agriculture and Agri-Food Canada (AAFC)

3. Lead Department Program Activity:
Markets and International

4. Start Date of the Horizontal Initiative:
2003-04 fiscal year

5. End Date of the Horizontal Initiative:
2007-08 fiscal year (extended to March 31, 2009)

6. Total Federal Funding Allocation (start to end date):
$44.4 million over six years

7. Description of the Horizontal Initiative:
This MOU was established under the 5 year Agricultural Policy Framework (APF) which ended in 2007/2008. The APF was extended for one year in order to facilitate the transition to Growing Forward, AAFC's new policy framework. The MOU establishes the operational principles, management practices and performance measurement criteria for the 34 agriculture and agri-food specialist positions abroad. The objective is to enhance the delivery of the services to Canadian exporters in areas such as agriculture and agri-food business development, investment promotion, market access and advocacy, through Canadian Embassies and High Commissions located in key export markets.

8. Shared Outcome(s):
(a) Improved capacity within DFAIT's Trade Commissioner Service (TCS) to deliver in-market support to Canadian agriculture and food exporters;
(b) Increased recognition in targeted markets of Canada's ability to supply high quality, safe and innovative agriculture and food products produced in an environmentally responsible manner; and
(c) Improved market access in key markets for Canadian agriculture and food products.

9. Governance Structure(s):
The MOU Governance Model includes three levels:
(1) The Joint Management Committee (JMC) which approves costed work plans with milestones, targets and indicators; reviews expenditures; and reports semi-annually on results to the Deputy Ministers' Committee;
(2) Deputy Ministers who review and recommend the annual release of funds that are held in frozen allotment by Treasury Board Secretariat (TBS), and recommend the Ministers' approval of changes, where objectives of this MOU change materially; and
(3) Ministers who approve changes where objectives of this MOU change materially and who constitute the last resort dispute resolution.

A TBS official sits as an ex-officio member on the JMC.
This MOU Governance Structure was supported in 2007-08 by the International Markets Coordination Unit (IMCU), which will evolve in 2008-09 into the Agriculture and Food Trade Commissioner Service (AFTCS) at AAFC. Operating under the guidance of the relevant Directors General of AAFC and DFAIT and the Senior Director at TBS, IMCU consults with appropriate AAFC and DFAIT officials from the geographic, trade policy, investment, performance measurement, and human resources teams.

10. Federal Partners	11. Federal Partner Program Activity	12. Names of Programs for Federal Partners	13. Total Allocation (from start to end date)	14. Planned Spending for 2007-2008	15. Actual Spending for 2007-2008	16. Expected Results for 2007-2008	17. Results Achieved in 2007-2008
1. AAFC	Markets and International	a. International Team Program Delivery	$13.8 million	$2.5 million	$1.7 million	1. Recognition gained and markets built through the implementation of Canada's branding strategy.	Agri-food specialists contributed to branding Canada abroad through timely information provided to potential customers, trade show participation, missions abroad, incoming buyer missions, etc. Examples include: participation in 5 international food shows in Russia, including the International VIV Show in Moscow; Foodex in Japan; the European Seafood Exposition in Brussels; HoFex in Hong Kong; Mexican buyers mission to Boston Seafood Show.
						2. Improved market access	Market access improvements have been made at several posts abroad. Key achievements include: Partial beef market opening in Indonesia; full beef access restored in the Philippines; maintained beef market access for under-thirty-months boneless beef to Hong Kong despite more BSE outbreaks in Canada; in June 2007 the market for Canadian beef was re-opened in Taipei, with conditions (de-boned meat from animals over 30 months of age).
						3. Technical barriers overcome	Overcame technical barriers for some key agri-food products. Examples of achievements: Korean Food and Drug Administration added the specifications for oxygenated products in its regulations. This has effectively removed an obstacle preventing access for Canadian oxygenated water; for salmon roe in Taipei export certificates are no longer required to certify that the wild fish from which the roe is taken are free of a number of several diseases endemic to the species; the EU reduced the end-use restriction on the cooked and peeled shrimp quota, increasing it to 20,000 tonnes. This change significantly opens the market to greater volumes of Canadian shrimp.
		b. Agricultural Policy Framework (For 10 additional positions and regularizing the 6.5 existing positions transferred)	$15.8 million (involves funds transferred from AAFC to DFAIT for work that supports AAFC and DFAIT Strategic Outcomes)	$3.2 million (involves funds transferred from AAFC to DFAIT for work that supports AAFC and DFAIT Strategic Outcomes)	$3.2 million	1. Workplans developed for all agri-food positions abroad, harmonized as much as possible with DFAIT's planning and reporting requirements.	Workplans and reports developed. They will continue to be refined and updated as the work progresses. Progress has been made to integrate processes of both departments.
						2. Vacant positions staffed.	Candidates selected for New Delhi, Dubai and Singapore. Temporary duty assignments filled for Moscow, New York and Miami.
						3. Training and pre-posting tour arranged for new agri-food specialists	Outreach and training provided for India and Moscow trade commissioners.
						4. Review of agricultural and food positions abroad in line with priority markets.	Review completed.
						5. Re-integration strategy developed for returning agri-food specialists.	Returning officers successfully reintegrated according to new processes, however, a formalized strategy is to be developed.
		c. Annual Reference Level Update (ARLU) (for original positions)	$9.5 million (involves funds transferred from AAFC to DFAIT for work that supports AAFC and DFAIT Strategic Outcomes)	$1.9 million	$1.9 million
2. DFAIT	Investment, Innovation and Sectors	Client Service Fund (for general expenditures in support of the positions)	$5.3 million	$1.1 million	$1.1 million
Total			$44.4 million (for fiscal years 2003/04 to 2008/09	$8.7 million	$7.9 million

18. Comments on variances:
n/a

19. Results Achieved by Non-Federal Partners (if applicable):
n/a

20. Contact Information:
Bruce Howard, Director - Agriculture and Food Trade Commissioner Service
Room 1059A
935 Carling Ave. Ottawa, ON K1A 0C5
613-759-6284
howardb@agr.gc.ca

Note: Planned Spending and Total Allocation figures represent the amounts identified in Estimates.

Horizontal Initiative

1. Name of Horizontal Initiative
Farm Business Services

2. Name of Lead Department(s)
Agriculture and Agri-Food Canada (AAFC)

3. Lead Department Program Activity
Innovation and Renewal

4. Start Date of the Horizontal Initiative
April 1, 2003

5. End Date of the Horizontal Initiative
March 31, 2008 (extended to March 31, 2009)

6. Total Federal Funding Allocation (start to end date)
$109.0 million over six years

7. Description of the Horizontal Initiative (including funding agreement)
These services will provide eligible farmers access to financial consultants who will help them assess their finances and develop succession, action plans and business plans (financial, marketing, value-added). By providing access to financial consultants, this horizontal initiative contributes to the strategic outcome of innovation for growth.Further details can be found at the following web link: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1177623682220&lang=e

8. Shared Outcome(s)
(a) Farmers' profitability increased;
(b) Improved choices about sources of income; and
(c) Production of farm products based on market and consumer demands respecting food safety and food quality and environmentally responsible production, and opportunities from science and innovation captured.

9. Governance Structure(s)
Program development and performance measurement by Renewal federal/provincial/territorial working group.

10. Federal Partners	11. Federal Partner Program Activity	12. Names of Programs for Federal Partners	13. Total Allocation (from start to end date)	14. Planned Spending for 2007-2008	15. Actual Spending for 2007-2008	16. Expected Results for 2007-2008	17. Results Achieved in 2007-2008
						Please note that expected results are different from the ones expressed in the 2007-08 Report on Plans and Priorities. Expected results presented here are consistent with those for Renewal Programs within the recently approved Performance Measurement Framework of the Management Resources and Results Structure. They also better reflect the outcomes of the program.
1. AAC	Innovation and Renewal	a. Farm Business Assessment (FBA). This included for the beginning period of the FBA program, in cases where provinces had not yet signed their respective APF Implementation Agreements, the Farm Consultation Service (FCS), which was an existing program similar to FBA. Costs to deliver FCS have been included in FBA allocations.	$55.8 million	$15.3 million	$14.3 million	Farmers and farm families meet their financial goals.	In 2007-2008, 8,086 producers participated in FBA, 5,759 of these through Options. 55% of FBA Client Impact Assessment (CIA) respondents indicated that the FBA had been helpful in reaching their most important farm business goal. Of all FBA CIA respondents approximately 77% of most important goals reported were financial goals.
		b. Specialized Business Planning Services (SBPS)	$26.5 million	$5.5 million	$7.2 million	Farmers and farm families meet their financial goals.	643 producers participated in SBPS in 2007-2008, with a cumulative total of 1,817. 71% of SBPS CIA respondents reported that the SBPS program had assisted them in reaching their most important business goal. Of all SBPS CIA respondents 49% of most important goals reported were financial goals.
		c. Planning and Assessment for Value-added Enterprises (PAVE)	$26.7 million	$1.5 million	$0.6 million	Farmers and farm families meet their financial goals.	28 producers participated in PAVE during 2007-2008, with a cumulative total of 161.
Total			$109.0 million (fiscal years 2003/04 to 2007/2008)	$22.3 million	$22.1 million	Farmers and farm families meet their financial goals.	The 2007 National Renewal Survey (NRS) results show that 41% of farmers and farm families are meeting their business and personal goals; up from 37% in 2004. In addition, 30% reported that their top business goal is maximizing return on investment, up from 26% in 2004. From 2003-2008 21,144 producers participated in FBA, SBPS, or PAVE

18. Comments on Variances
Increased awareness of the FBA program, combined with the FBA cross compliance requirement under the Options program has resulted in higher uptake than originally anticipated for 2007-08. Further, uptake of the SBPS program was similar to 2006-07, and a slight decline in PAVE program uptake occurred in 2007-08.

19. Results to be Achieved by Non-federal Partners (if applicable)
Planning and execution done jointly (federally and provincially) so provincial results do not differ.

20. Contact Information
Johanne Métayer, Director
Renewal Division, Farm Financial Programs Branch
Agriculture and Agri-Food Canada
613-759-6689

Note: Planned Spending and Total Allocation figures represent the amounts included in Estimates.

Horizontal Initiative

1. Name of Horizontal Initiative
MOU with Canadian Food Inspection Agency (CFIA) on Food Safety and Quality

2. Name of Lead Department(s)
Agriculture and Agri-Food Canada (AAFC)

3. Lead Department Program Activity
Food Safety and Food Quality

4. Start Date of the Horizontal Initiative
April 1, 2003 for both initiatives

5. End Date of the Horizontal Initiative
March 31, 2008 for Medicated Feeds initiative and
March 31, 2009 for On-Farm Food Safety Recognition initiative

6. Total Federal Funding Allocation (start to end date)
$29.4 over six years

7. Description of the Horizontal Initiative (including funding agreement):
To establish minimum standards, as well as inspection and enforcement strategies for manufacturers of medicated feed for food producing animals. Also to establish the On-Farm Food Safety Recognition Program (OFFSRP), which provides for government recognition of HACCP - based food safety systems developed and implemented by national producer associations.

Specific activities under the medicated feeds initiative will:
- promulgate and implement medicated feed regulations establishing minimum standards for manufacturers of medicated feed for food producing animals; and
- establish standards and policies supporting the design and implementation of an inspection and licensing system for these feed mills and farms by evaluating their manufacturing procedures and records.

Specific activities under the on-farm food safety recognition initiative will:
- establish a recognition system for on-farm food safety programs, which will ensure that adequate government oversight mechanisms are in place to maintain the confidence of Canada=s trading partners and facilitate open access to marketplace.

8. Shared Outcome(s) (MOU, section 1.2)
(a) protect human health by reducing exposure to hazards; and
(b) increase consumer confidence in the safety and quality of food produced in Canada

9. Governance Structure(s)
The MOU Governance Model includes three levels:
(1) the Joint Management Committee (JMC) which approves costed work plans with milestones, targets and indicators; reviews expenditures; and reports semi-annually on results to the Deputy Ministers' Committee;
(2) the Deputy Ministers' Committee which reviews and recommends the annual release of funds that are held in frozen allotment by Treasury Board Secretariat (TBS), and recommends the Minister's approval of changes, where objectives of this MOU change materially; and
(3) the Ministers who approve changes where objectives of this MOU change materially and who constitute the last resort for dispute resolution.
A TBS official sits as an ex-officio member on the first committee.

10. Federal Partners	11. Federal Partner Program Activity	12. Names of Programs for Federal Partners	13. Total Allocation (from start to end date)	14. Planned Spending for 2007-2008	15. Actual Spending for 2007-2008	16. Expected Results for 2007-2008	17. Results Achieved in 2007-2008
1. AAFC (work performed by CFIA)	Food Safety and Food Quality (AAFC) 2007-08 Food Safety and Public Health (CFIA)	a. On-Farm Food Safety Recognition Program (OFFSRP)	$ 10.0 million for 2003/04 to 2007/08 plus $2.4 million for 2008/09 totalling $12.4 million over 6 fiscal years.(APF plus first year of Growing Forward)	$1.98 million	$1.5 million	OFFSRP Development - The requirements, criteria, and procedures for the 3rd party audit accreditation process developed and finalized	- 3rd party audit accreditation process finalized.
						- Assessment process implemented (industry management system) - On-going monitoring process. Conduct - Pilots on accreditation and implementation assessment processes conducted - Training to industry and government partners on the details of the above processes provided	- The latter stages of the OFFSRP developed in consultation with industry and FPT governments.
						OFFSRP Implementation - Ongoing technical review of industry-submitted generic HACCP models and producer manuals - Pilot on management system conducted.	- Technical reviews completed on 2 more industry-submitted generic HACCP models and producer manuals, and 4 more were initiated. - Pilot completed on industry management system
						- Ongoing technical review of industry procedures manual, management system documents and manuals. Expanded Activities (from re-profiled funding) Hazard Data Base (HDB) - The existing information and supplemental information for the Hazard Data Base (HDB) updated and reviewed.	- No additional industry management systems were submitted for review. - The existing information & supplemental information for the HDB were reviewed and updated.
						- The web-based application for the provision of the HDB technical information to stakeholders developed and implemented.	- The web-based application has been developed and implemented.
						Generic Models - On-farm and / or post-farm HACCP generic models for identified products developed. Guidelines - A reference document that will serve as a tool for industry regarding the safety of fresh fruit and vegetables developed. - A training module related to the reference document developed and delivered.	- HACCP generic models and Food Safety Practices Guidance documents for Sprouts, RTE Fresh Cut Vegetables, and Spices were fully developed and released to stakeholders - Work done in this area conducted through other activities
						Enhanced knowledge skills - Work continued with provinces and stakeholders to identify knowledge and information gaps and integrate into generic plans and hazard data base as appropriate. Post Farm Recognition - Stakeholder needs and OFFSRP tools and methodology integrated into the Post Farm Recognition Program (PFFSRP).	- Work done in this area conducted through other activities. - Analysis on stakeholder need and OFFSRP completed. Preliminary work conducted on the conversion of OFFSRP manuals for use with the proposed PFFSRP
						- Implementation strategy developed	- Program development and implementation plan created
						- Technical review process for HACCP plans and participant manuals piloted	- Pilot will be conducted following identification of both government and industry bodies to participate
						- Technical review process related to management systems developed	- Preliminary work conducted on the conversion of OFFSRP manuals for use with the proposed PFFSRP
						Technical Advice - Timely scientific and technical advice to AAFC and AAFC stakeholders provided.	- Timely scientific and technical advice provided to AAFC and AAFC stakeholders.
						Information gathering and sharing - Workshop conducted with provincial partners to identify information needs, objectives and information management options.	- work done in this area conducted through other activities.
						Surveillance - Current knowledge on the prevalence of E. coli 0157:H7, Salmonella and Campylobacter in food-producing animals and meat products marketed in Canada assessed. - Critical gaps in industry food safety plans that require action are identified. Strengthening Food Safety Programs - Key food safety, traceability and quality strategies development through work with interdepartmental colleagues as well as consultation with P/T Governments and external stakeholders. - Risk modelling tool to evaluate risk profiles development.	The Survey design for the Surveillance study was completed. - CFIA participation and input on various intradepartmental and interdepartmental committees and working groups - e.g. the FPT Food Safety Committee, FPT Strategy for Safe Food sub-committee and working groups, FPT HACCP Recognition sub-committee, AAFC's Growing Forward development, and the proposed Agriculture-Health Agenda.
2. CFIA	b. Animal and Plant Resource Protection	Medicated Feed Regulations	$ 17.0 million for 2003/04 to 2007/08.	$ 3.36 million	$2.6 million	Development of the Proposed Regulations - Regulatory text developed and finalized, including Regulatory Impact Analysis Statement and other required documents; Regulatory proposal published in Publish Gazette I and II	Development of the Proposed Regulations After consultations with stakeholders the regulatory text was developed and is currently with the Department of Justice for review. It is anticipated that the regulations may be published in Gazette Part 1 in late 2008. The Regulatory Impact Assessment Statement was reviewed and revised.
						- Continued participation in bilateral and multi-lateral stakeholder meetings and conferences to discuss the regulatory proposal	Stakeholder meetings held to determine the controls necessary to meet regulatory outcomes and develop the Manual of Procedures outlining how to implement and assess the proposed controls, Twelve information sessions held across the country to inform stakeholders about the proposed regulation.
						- Environmental scan prepared on effective licensing options - Functional licensing office opened	A risk ranking model to assist in determining the risk of carryover medication residues to animal and human health. The draft model was presented to stakeholders, USFDA and gFARAD. Work is ongoing. A decision was made not to spend significant amounts of funds evaluating options and open an office until the final the regulations were approve
						Lab Accreditation - Development continued on a lab accreditation system for medication guarantees and residues	Lab Accreditation Ongoing work to support ISO 97025 accreditation through SCC Development of new methodologies to determine trace levels of medicating ingredients.
						Development of Training Program/Inspector Certification -National documented training and assessment program for feed inspection staff developed	Development of Training Program/Inspector Certification A series of Training Manuals, E-Learning Courses and Workshop Templates were developed. The Launch of the Training Program is tentatively scheduled for July 2008. Facility Inspection Inspection facility protocols continue to be adjusted and piloted to support the regulations.
						Computer Applications - IT system to ensure availability of accurate, comprehensive electronic compliance information is improved	A Compliance Verification System for feed facility inspection was developed. Computer Applications Medicated Feed Team Staff coordinated Feed Program Submission for the improvements to the MCAP System, including reporting capabilities.
Total			$29.4 million (for fiscal years 2003/04 to 2008/09; (funds transferred from AAFC to CFIA)	$5.34 million	$4.1 million

18. Comments on variances:
OFFSRP development is still on-going since further discussions to be held with industry and FPT governments regarding need and scope of latter stages of recognition process. As part of the Quality Assurance process, the web-based application and user acceptance testing is being conducted for the Hazard Database. OFFSRP development is continuing under a Memorandum of Understanding for 2008-09. Under the Medicated Feed Regulations a decision was made not to spend a significant amount of funds evaluating licensing options and opening an office until the final regulations are approve.

19. Results to be Achieved by Non-federal Partners (if applicable)
Not applicable

20. Contact Information
Anita Stanger
Director
Food Safety and Quality Programs Division
613-759-6054

Note: Planned Spending and Total Allocation figures represent the amounts included in Estimates.

Horizontal Initiative

1. Name of Horizontal Initiative
MOU with Health Canada (HC) on Food Safety and Quality and Environment

2. Name of Lead Department(s)
Agriculture and Agri-Food Canada (AAFC)

3. Lead Department Program Activity
Food Safety and Food Quality

4. Start Date of the Horizontal Initiative
April 1, 2003

5. End Date of the Horizontal Initiative
March 31, 2008

6. Total Federal Funding Allocation (start to end date)
$56.5 million over six years

7. Description of the Horizontal Initiative (including funding agreement)
To conduct research-related work in support of standard setting, on-farm food safety standards, national integrated enteric pathogen surveillance, and human health impact of on-farm anti-microbial use.

Specific activities will include:

• development of on-farm food safety standards related activities that support industry-developed food safety programs (i.e., information collection and analysis; the conduct of risk assessments; consultation with industry, federal, provincial and territorial colleagues and other relevant and interested parties; decision-making; communication; and information dissemination);
• research that addresses hazards of public health significance and supports on-farm food safety standards;
• development of a national integrated pathogen surveillance program to link human exposure to pathogens from animal and other food sources to the occurrence of human enteric illness in the population;
• development of an integrated antimicrobial resistance program that can measure the impact of agri-food and aquaculture sector antimicrobial use, and other management factors on the emergence of antimicrobial resistance in human pathogens at the farm level;
• develop a better understanding of the impact of agriculture on the prevalence, levels and sources of microbiological (faecal) contamination at drinking water supply intake points and recreational beaches; and detection, characterization and control of microbial and chemical hazards through the entirety of the food continuum to insure the safety of foods during production, processing, storage and distribution by using an integrated approach from the farm to the consumer.

8. Shared Outcome(s):
(a) protect human health by reducing exposure to hazards;
(b) increase consumer confidence in the safety and quality of food produced in Canada; and
(c) reduce agricultural risks to the environment and provide benefits to health and supply of water, with key priority areas being nutrients, human pathogens, pesticides and water conservation. [MOU, section 1.2]

9. Governance Structure(s)
The MOU Governance Model includes three levels:
(1) the Joint Management Committee (JMC) which approves costed work plans with milestones, targets and indicators; reviews expenditures; and reports semi-annually on results to the Deputy Ministers' Committee;
(2) the Deputy Ministers' Committee which reviews and recommends the annual release of funds that are held in frozen allotment by Treasury Board Secretariat (TBS), and recommends Ministers' approval of changes, where objectives of this MOU change materially; and
(3) Ministers who approve changes where objectives of this MOU change materially and who constitute the last resort for dispute resolution.
A TBS official sits as an ex-officio member on the JMC.
This MOU Governance Structure is supported by the Interdepartmental Director General Working Group, whose members are the relevant Directors General from AAFC, HC, and the Public Health Agency of Canada (PHAC) and a Senior Director from TBS.

10. Federal Partners	11. Federal Partner Program Activity	12. Names of Programs for Federal Partners	13. Total Allocation (from start to end date)	14. Planned Spending for 2007-2008	15. Actual Spending for 2007-2008	16. Expected Results for 2007-2008	17. Results Achieved in 2007-2008
1. HC, PHAC and AAFC	Food Safety and Food Quality	a. HC On-Farm Food Safety Standards	$11.9 million	$2.5 million	$2.5 million	Increased quality, quantity and availability of information relevant to on-farm food safety issues. Policies and risk management strategies applicable on-farm	- Developed CANLINE, a centralized, searchable database on levels of chemical contaminants in food: data generated by the HC and NCR will be readily accessible for use in health risk assessments and policy development activities within the department.
						Industry developed on farm food safety programs are recognized by on-farm food safety recognition programs Ongoing collaborations with F/P/T governments on issue identification, gap analysis and data collection in support of research and or policy development. Work to be done by HC to pursue AAFC, HC and PHAC Strategic Outcomes)	- Completed Strategy for Safe Food and obtained agreement in principle from the FPT Food Safety Committee to use the Strategy to identify key activities and priorities for the consideration of FPT ADMs of Agriculture and Health.
		b. HC Research in Support of Standard Setting	$9.2 million	$2.0 million	$2.0 million	Increased capacity to identify and monitor key foodborne pathogens and chemical contaminants in food and food inputs at the farm level. Increased scientific knowledge of key pathogens and chemical contaminants in food and food inputs at the farm level. Increased scientific contribution to the development of evidence-based on-farm food safety intervention strategies Established and/or strengthened partnerships among government policy makers, government researchers, academia and industry associations to optimize coordinated on-farm food safety research. (Work to be done by HC to pursue AAFC and HC Strategic Outcomes)	- Conducted surveillance of raw agricultural products, animal feeds and composted manure from farms to better understand the transmission of Shigella, Salmonella, viruses such as the noroviruses, and other key pathogens through the food system. This will allow identification of key areas of interventions to manage microbiological risks, and to develop Codes of Practice and educational materials. - Contributed to finding that human strains of noroviruses can be found in animals and be transmitted to humans through the food chain. Discovery could have a huge impact on policy. - Discovered a high prevalence of Giardia and Cryptosporidium (human parasites) on farms and the potential zoonotic transmission of these pathogens through direct contact, water or foods. This discovery could have a huge impact on policy. - Determined residue levels in single serving commodities at the farm level to establish the impacts of composting. These data provided knowledge of chemical contamination and residue drift within a growing operation, and to occupational exposure to these contaminants. - Conducted a large review on allergens and produced an Information Update document on the safety of including limited amounts of pure oats in the diet of Celiac patients. - Reviewed current risk assessment of dioxins, furans and dioxin-like PCBs. As a result, the HC's tolerable daily intake (TDI) for dioxins (and dioxin-like PCBs) has been revised and reduced almost 5-fold.
		c. PHAC - National Integrated Enteric Pathogen Surveillance	$3.3 million	$0.7 million	$0.7 million	An integrated enteric pathogen sentinel site surveillance program is operational in one sentinel site (human, food, food animal, water) Data synthesis and analysis with respect to trends / emerging issues. (Work to be done by PHAC to pursue AAFC, HC, and PHAC Strategic Outcomes)	- Developed Framework for National Sentinel Surveillance - Consulted with National and International Stakeholders - MOUs and Agreements developed and signed. - Implemented and Maintained Pilot Sentinel Site using the region of Kitchener-Waterloo. - Reports, Publications, Presentations
		d. PHAC - Human Health Impact of On-Farm Antimicro-bial Use	$3.3 million	$0.7 million	$0.7 million	Farm level studies on antimicrobial use and development of resistant pathogens. Data synthesis and analysis with respect to trends / emerging issues. (Work to be done by PHAC to pursue AAFC HC, and PHAC Strategic Outcomes)	- Consensus obtained among stakeholders contributed to the establishment of a sentinel vet/farm-based framework design where herd biosecurity and data confidentiality are protected. - This national program is active in the 5 major pork producing provinces, involving 28 veterinarians and 108 sentinel farms. - Additional support from BC, AB and SK provided better data in those provinces. Support included funds and in kind contributions. - On-farm surveillance provides the only usable data on antimicrobial use (AMU) in animals that is currently available in Canada. - Provincial, federal and industry funding agencies have funded on-farm research that will direct the expansion of this surveillance program to other commodities. - This infrastructure provides a platform to address new issues as they arise, e.g. methicillin-resistant Staphylococcus aureus (MRSA) in farmers. - This pilot will provide direction on the activities that contribute to core public health surveillance of the food-chain.
		e. HC - Water Quality Surveillance	$4.8 million ($4.0 million for HC; $0.8 million for AAFC)	$0.7 million	$0.7 million	Define whether agriculture is a contributor of microbiological (faecal) contamination at drinking water supply intake points in three distinct watersheds; which will, in turn, contribute to the development of policies/strategies that will reduce human exposure to faecal contaminants (refer to logic model and HC PAA). (Work to be done by HC and AAFC to pursue AAFC and HC Strategic Outcomes)	- Strategic planning meetings held each year; finalized study activities for years 1 through 5. - Sampling using optimized MST methods (water and faecal) conducted on South Nation Watershed from 2004 to November 2007. - Comprehensive science reports completed annually. - Results presented at national and international fora, thereby contributing to the advancement of the field of MST. - Mining of data continues
2. AAFC (work performed by AAFC)		AAFC - Research in Support of APF Priorities	$24.0 million	$4.0 million	$4.0 million	Scientific knowledge advanced and data on food safety provided.	Research activities were conducted on the effect of antimicrobial use in foods, alternative strategies to reduce antibiotic use in animals, improved detection and control of food borne viruses, bacteria and chemical toxicants including mycotoxins, enhanced knowledge of biochemical mechanisms and processes as they affect sensitivity to allergens and development of a comprehensive understanding of microbial interactions during food production from the farm to the plate and the impact of these interactions on the safety of food
						Methodologies developed to detect and quantify foodborne viruses, food borne pathogens, allergens and mycotoxins in food nutrices.	- Allergic reactions appear to be on the rise in Canada. The impacts of AAFC research in this area include: AAFC scientists supplied control allergen reference materials for use in method development, evaluation and validation in support of Health - Canada's allergen policy development for detection of peanut allergens in chocolate. Identification of the potential sources of allergen cross-contamination during food processing was evaluated to provide allergen free product to sensitive consumers. - Samples of allergenic materials were provided to European scientists to be used in a human double blind food allergy challenge study by Europrevall. - North American study (26 Canadians and Americans) was completed and 13 allergens (5 novel) were identified and the frequency among the population of patients with soybean allergy was determined. In addition, over 2,500 soy lines were screened for hypo-allergenic material and antibodies developed against one. Detailed characterization of allergenic proteins continues as soy allergens are considered as one of the 10 allergens most frequently affecting people.
						Continue to design and evaluate strategies to control pathogenic agents in food matrices, through food productive, processing, distribution, continuum.	- Through partnerships with the Canadian Food Inspection Agency (CFIA), Health Canada and provincial organizations, the food virology group has made breakthroughs in the methodology to detect and quantify food-borne pathogenic viruses in complex food matrices. Jointly, AAFC, HC, CFIA, and PHAC initiated a 4 year integrated national project to provide potential solutions to recurring incidents of contamination of fresh horticultural products including the detection and control of verotoxigenic E.coli (VTEC; includes E.coli O157:H7 and similar strains). Of special interest, research into the effect of beneficial bacteria - probiotics - on virulence of E. coli O157:H7 (bacteria responsible for "hamburger disease") produced results that indicate a role for probiotics in the treatment of E. coli O157:H7 infections. - An integrated study of the impact of pathogens and antibiotic use in beef and swine on the safety throughout the farm to food continuum progressed. Results will provide insight into potential of decreasing antibiotic use in animals therefore decreasing antibiotic resistance.
Total			$56.5 million (portions where AAFC is listed as a partner and work is performed by HC and/or PHAC involves funds transferred from AAFC to HC - see note)	$10.6 million (portions where AAFC is listed as a partner and work is performed by HC and/or PHAC involves funds transferred from AAFC to HC)	$10.6 million

18. Comments on variances:
MOU ended March 31, 2008. All funds were dispersed. HC and PHAC are looking forward to further collaboration.

19. Results Achieved by Non-Federal Partners (if applicable):
Not applicable

20. Contact Information:
Dr. Maria Nazarowec-White
Program Coordinator
Research Branch
Food Safety and Quality
613-759-6378

Note: Planned Spending and total Allocation figures represent the amounts included in Estimates. Total Allocation for 2008-09 and beyond is dependent upon finalization of an extension MOU with PHAC, and is therefore not included in the Total Allocation.

Horizontal Initiative

1. Name of Horizontal Initiative
MOU with Environment Canada (EC) on the National Agri-Environmental Standards Initiative (NAESI)

2. Name of Lead Department(s)
Agriculture and Agri-Food Canada (AAFC)
Environment Canada

3. Lead Department Program Activity
AAFC: Environment
EC: Sustainable Agricultural Landscapes Program

4. Start Date of the Horizontal Initiative:
April 1, 2004

5. End Date of the Horizontal Initiative
March 31, 2008

6. Total Federal Funding Allocation (start to end date)
$25.0 million over four years

7. Description of the Horizontal Initiative (including funding agreement)
This initiative involves the development of non-regulatory agri-environmental "performance standards" (i.e., outcome-based standards) that will address both desired levels of environmental quality, and the levels that are considered achievable based on available technology and practice. These standards will act as benchmarks and targets against which environmental performance can be assessed. They may also help guide development of practices used by producers and industry to help reduce environmental risks and provide benefits to the health and supply of water, the health of soils, the health of air and the atmosphere, thus ensuring compatibility between biodiversity and agriculture. Standards will be developed in four theme areas: Air, Water, Biodiversity and Pesticides.

Funding for NAESI was allocated to EC under the APF and allotments were released to EC annually following the Deputy Ministers Committee decision based on the recommendation of the Joint Management Committee.

8. Shared Outcome(s)
(a) Consistent national agri-environmental standards are available to support, assess, and demonstrate progress towards the goal of environmentally sustainable agriculture in Canada;
(b) Recognition of Canada's role as a world leader in environmentally responsible agricultural production is advanced;
(c) Environmental farm planning and the move towards environmental farm certification is supported;
(d) Uptake of national standards to benefit the health and supply of water, soil, air and atmosphere; and
(e) Compatibility between agriculture and biodiversity is ensured.

9. Governance Structure(s)
The MOU Governance Model includes three levels:
(1) the Joint Management Committee (JMC) which approves costed work plans with milestones, targets and indicators; reviews expenditures; and reports semi-annually on results to the Deputy Ministers' Committee;
(2) the Deputy Ministers Committee which reviews and recommends the annual release of funds that are held in frozen allotment by Treasury Board Secretariat (TBS), and recommends Ministers' approval of changes, where objectives of this MOU change materially; and
(3) Ministers who approve changes where objectives of this MOU change materially and who constitute the last resort for dispute resolution.

A TBS official sits as an ex-officio member on the first committee.

This MOU Governance Structure is supported by the Interdepartmental Director General Steering Committee, whose members are the relevant Directors General from AAFC and EC and an Executive Director from TBS.

10. Federal Partners	11. Federal Partner Program Activity	12. Names of Programs for Federal Partners	13. Total Allocation (from start to end date)	14. Planned Spending for 2007-2008	15. Actual Spending for 2007-2008	16. Expected Results for 2007-2008	17. Results Achieved in 2007-2008
AAFC	Environment	MOU with EC on NAESI	$25.0 million (for fiscal years 2004-05 to 2007-08)	$4.3 million	$4.3 million	- Completed protocols and standards for the water, biodiversity, air and pesticide themes - Completed science assessment for the air theme - Recommendation for standards use and draft implementation plan prepared - Stakeholder communication materials prepared and workshop held	- EC developed approximately 90 metric-specific environmental performance standards related to water (nutrients, pathogens, sediments, in-stream flow, availability), biodiversity (habitat), pesticides (ideal and achievable standards for high risk pesticides, risk-based standards, meteorological standard for spray application, mixture and commodity based standards) and air (agricultural ammonia emissions and its role in PM formation). - Ammonia science assessment completed. - Analysis of the maturity of standards for use to be completed this fiscal year. - Two newsletters and 2007 technical reports published.
EC	Sustainable Agricultural Landscapes Program	MOU with AAFC on NAESI				Same as above	Same as above
Total			$25.0 million (work to be done by EC to pursue joint EC/AAFC Strategic Outcomes)	$4.3 million	$4.3 million

18. Comments on Variances

19. Results Achieved by Non-Federal Partners:
There are no non-federal partners involved in NAESI.

20. Contact Information:
Sarah Kalff
Manager, Biophysical Information and Analysis
Agri-Environmental Policy Bureau
613-715-5195

Note: Planned Spending and Total Allocation figures represent the amounts included in Estimates.

Horizontal Initiative

1. Name of Horizontal Initiative
Production Insurance (PI)

2. Name of Lead Department(s)
Agriculture and Agri-Food Canada (AAFC)

3. Lead Department Program Activity
Business Risk Management (BRM)

4. Start Date of the Horizontal Initiative:
April 1, 2003

5. End Date of the Horizontal Initiative
March 31, 2008

6. Total Federal Funding Allocation (start to end date)
$2.0 billion estimated over five years.

7. Description of the Horizontal Initiative (including funding agreement)
Under the Agricultural Policy Framework (APF), PI is one of two core federal-provincial-territorial BRM programs available to Canadian Producers. PI is designed to stabilize producers' incomes by minimizing the economic impacts of production losses arising from natural hazards like drought, hail, frost, and excessive moisture, as well as uncontrollable pests and diseases. The program is cost-shared by producers and governments. It is delivered by the provinces, with the federal government contributing a portion of total premiums and administrative costs. By stabilizing producers' income, this horizontal initiative contributes to AAFC's strategic outcome "Security of the Food System".

8. Shared Outcome(s)
Expand production loss protection to a broader range of agricultural commodities to further reduce the need for ad hoc compensation.

9. Governance Structure(s)
PI is a provincial-territorial program to which the federal government contributes financially under federal-provincial-territorial APF Implementation Agreements. Governance structure includes various national standards outlined in federal PI Regulations and federal-provincial committees (Production Insurance and BRM Working Groups as well as Policy Assistant Deputy Ministers).

10. Federal Partners	11. Federal Partner Program Activity	12. Names of Programs for Federal Partners	13. Total Allocation (from start to end date)	14. Planned Spending for 2007-2008	15. Actual Spending for 2007-2008	16. Expected Results for 2007-2008	17. Results Achieved in 2007-2008
1. AAFC	Business Risk Management	Production Insurance	$2.0 billion (for fiscal years 2003/04 to 2007/08)	$407.2 million	$422.1 million	1. Increased number of new programs and options available to farmers, including new plans for horticulture, forage and livestock sectors.	12 new plans, programs and options.
						2. Increased producer participation in provinces and territories that have amended existing plans and that are implementing new plans and options.	2,047 new contracts
Total			$2.0 billion (see note)	$407.2 million (see note)	$422.1 million

18. Comments on Variances
Total expenditures for 2007/08 were higher than what was planned due to rise in grain and oilseed prices which have increased total premium costs.

19. Results Achieved by Non-Federal Partners:
N/A

20. Contact Information:
Michel Massé
A/Director
Production Insurance and Risk Management Division
Farm Financial Programs Branch
613-759-6179

Note: Planned Spending and Total Allocation figures represent the amounts included in Estimates. Planned spending includes Production Insurance premiums, Production Insurance administration expenses, Wildlife Damage Compensation, and Wildlife Damage Compensation administration expenses.

See also the related horizontal initiative: Canadian Agricultural Income Stabilization program

Horizontal Initiative

1. Name of Horizontal Initiative:
Rural Development

2. Name of Lead Department(s):
Agriculture and Agri-Food Canada (AAFC)

3. Lead Department Program Activity:
Rural and Co-operatives Secretariats

4. Start Date of the Horizontal Initiative:
April 1, 2003

5. End Date of the Horizontal Initiative:
March 31, 2008 (extended to March 31, 2009)

6. Total Federal Funding Allocation (start to end date):
$69.4 million over six years

7. Description of the Horizontal Initiative (including funding agreement):
The Government of Canada has mandated the Rural Secretariat with developing, coordinating, and implementing a national, coordinated, cross-government approach to better understand the issues and concerns of rural Canadians and to encourage federal departments and agencies to make adjustments to their policies, programs and services to reflect the unique needs of rural communities. In conjunction with 34 federal departments and agencies - the Canadian Rural Partnership - the Government of Canada aims to integrate its economic, social, environmental and cultural policies to enhance the quality of life for rural Canadians.

8. Shared Outcome(s):
The outcome is enhanced access by rural Canadians to opportunities which will allow them to contribute to and benefit from Canada's prosperity and success. It is based on the following six guiding principles:

• community is the cornerstone of rural development;
• collaboration across and among governments;
• flexible government approach to address rural diversity;
• multi-faceted/integrated approach to realize a community's potential;
• local leadership underpins the community's capacity; and
• business and entrepreneurship are essential components of building strong rural communities

9. Governance Structure(s):
The federal partnership - the Canadian Rural Partnership - is managed by the Rural Secretariat based in AAFC in cooperation with an Assistant Deputy Minister Steering Committee and an Interdepartmental Working Group with representatives from 34 federal departments and agencies involved in the rural agenda. Horizontal coordination and leadership are provided by the Rural Secretariat under the direction of the Minister. This collaborative effort is reinforced by Rural Teams in each province and territory comprised of the federal government in the region with most teams also including members from the provincial or territorial government and/or sectoral stakeholders. At the Federal/Provincial/Territorial (F/P/T) level there is an Assistant Deputy Ministers Committee and a Working Group reporting to FPT Ministers responsible for the Rural file.

10. Federal Partners Involved in each program	11. Federal Partner Program Activity	12. Names of Programs for Federal Partners	13. Total Allocation (from start to end date)	14. Planned Spending for 2007-2008	15. Actual Spending for 2007-2008	16. Expected Results for 2007-2008	17. Results Achieved in 2007-2008
Rural Secretariat A listing of the 34 departments and agencies of the Canadian Rural Partnership isa available at http://rural.gc.ca/part_e.phtml.	Rural and Co-operatives Secretariat	1. Rural Dialogue 2. Rural Lens 3. Rural Research and Analysis 4. Outreach 5. Rural Programs	$69.4 million (for fiscal years 2003/04 to 2008/09)	$11.3 million (for all program elements)	$18.2 million (for all program elements)	A stronger rural voice	More than 300 regional initiatives (including learning events, workshops, dialogues and research projects) were achieved
						Enhanced capacity for development of rural communities	The Community Information database (CID) has shown continued strong usage (800-1,000 visits per month – comparable to last year)
						Increased opportunities, barriers mitigated and rural development capacity enhanced through Government policies, programs and services.	Rural Development Network (RDN) involves members from 29 depts - held 18 inter-departmental activities. Consolidated membership (24 depts last year).
Total			$69.4 million	$11.3 million	$18.2 million

18. Comments on variances:
Models for Rural Development program had unused funding in 2006/2007 which was carried over into the 2007/2008 fiscal year.

19. Results Achieved by Non-Federal Partners:
Not applicable

20. Contact Information:
Donna Mitchell
Executive Director
Rural and Co-operatives Secretariats
613-759-7113

Note: Planned Spending and Total Allocation figures represent the amounts included in Estimates.

Atlantic Canada Opportunities Agency

Horizontal Initiatives

Atlantic Canada Tourism Partnership (ACTP)

International Business Development Program (IBDP)

Team Canada Atlantic (TCA)

 

Atlantic Canada Tourism Partnership (ACTP)

1.  Name of Horizontal Initiative		2.  Name of Lead Department
Atlantic Canada Tourism Partnership (ACTP)		ACOA
3.  Start Date of Horizontal Initiative	4.  End Date of Horizontal Initiative		5.  Total Federal Funding Allocation
April 1, 2006	March 31, 2009		$9.95 million
6.  Description of Horizontal Initiative
Tourism offers significant opportunities for economic growth and social development in Atlantic Canada. The sector is far more important to the economic prosperity of Atlantic Canada than it is in other Canadian jurisdictions. Visitor spending injects $3.24 billion into the regional economy. Tourism employs over 110,000 Atlantic Canadians and represents 5.5% of the region’s GDP, compared with 2.5% nationally. For the past 15 years, ACOA has worked with provincial and industry partners to maximize the economic benefits of this sector. The Atlantic Canada Tourism Partnership (ACTP) was established in 1991 to promote the entire Atlantic region as a tourism destination in targeted markets. The ACTP is a nine‑member, pan‑Atlantic partnership comprising ACOA, the four provincial tourism industry associations and the Atlantic provincial government departments responsible for tourism. To continue making inroads in key markets, and to continue to bolster the region’s tourism industry, the ACTP launched its fourth consecutive international tourism marketing initiative. This three‑year project (fiscal years 2006‑2007 to 2008‑2009), valued at $19.95 million, supports integrated, research‑driven consumer, trade and media relations campaigns to attract more visitors to Atlantic Canada from key markets in the United States, Europe and Japan. The ACTP initiatives are: •          United States Marketing Initiative – to effect greater tourism returns from the New England market; and •          Overseas Marketing Initiative – to pursue the United Kingdom, German and Japanese markets through integrated marketing techniques. The cost‑sharing for this partnership is 50% ($9.975 million) from ACOA, 30% ($5.985 million) from the Provinces, and 20% ($3.99 million) from the provincial industry associations. Contributions from ACOA and the Provinces are in the form of cash; contributions from industry associations include cash, in‑kind and other cash investments in relation to partnership‑related activities (e.g. trade registrations and trade partnerships).  See the ACTP website at http://www.actp-ptca.ca/.
7.  Shared Outcomes
The goal of the ACTP exemplifies the strategic outcomes for ACOA's priority of increasing revenues, profits, investment and wages. The ACTP’s outcomes aim to: •          increase Atlantic Canada’s competitiveness in targeted markets; •          promote regional co‑operation (federal/provincial/industry); •          promote incremental marketing activities; •          achieve economies of scale in marketing; •          raise awareness of Atlantic Canada as a “top‑of‑mind” destination; and •          increase tourism arrivals and tourism revenues for the four Atlantic Provinces.
8.  Governance Structure
The activities of the ACTP are managed by a management committee comprising the presidents of the four tourism industry associations, the four provincial deputy ministers responsible for tourism, and two representatives of ACOA. The management committee is responsible for the administration and management of the partnership agreement, approving work plans and budgets, program evaluation, and overseeing the work of its marketing committee. The marketing committee undertakes activities that are coordinated by federal, provincial and industry representatives, and is responsible for implementing ACTP initiatives. A secretariat (annual budget $300,000) oversees the day‑to‑day operations of the ACTP and is responsible for implementing a communications strategy, as well as annual and end‑of‑agreement evaluations of the partnership.
9.  Partners involved in each program
ACOA is the sole federal funding department. The ACTP partners with the Canadian Tourism Commission on international research and marketing initiatives, on an ad‑hoc basis. Federal Departments/Agencies: •          Atlantic Canada Opportunities Agency (50% of funding) •          Canadian Tourism Commission (may partner on marketing initiatives on an ad‑hoc basis) Provincial Governments: (30% of funding) •          Province of New Brunswick – Business New Brunswick and the Department of Tourism and Parks •          Province of Nova Scotia – Department of Tourism and Culture •          Province of Prince Edward Island – Department of Tourism and Department of Agriculture, Fisheries and Aquaculture •          Province of Newfoundland and Labrador – Department of Tourism, Culture and Recreation Private Sector Organizations: (20% of funding) •          Hospitality Newfoundland and Labrador •          Tourism Industry Association of Nova Scotia •          Tourism Industry Association of New Brunswick •          Tourism Industry Association of Prince Edward Island
10.  Name of Program	11.  Total Allocation	12.  Planned Spending for 2007-2008	13.  Actual Spending for 2007-2008
United States Marketing Initiative	$8.30 million	$2.77 million	$2.76 million
Results for 2007‑2008		14. Expected Results for 2007-2008	15.  Results Achieved in 2007-2008
Return on Investment (ROI): measurable tourism revenues generated per partner dollar invested in integrated marketing/media campaigns		$14 to $1	$19.45 to $1
Number of visitor parties related to the marketing program		30,000	55,385
Dollar amount of visitor spending on goods/services relate to the marketing program		$38.78 million	$82.9 million
16.  Comments on Variances
The ACTP developed an Internet conversion model to assess the impact of travellers who download tourism information directly from the Internet, rather than request literature through traditional means. The inclusion of these inquiries into its conversion research enabled the ACTP to measure the incremental impact of the Internet on media‑generated information requests, party visits and related visitor spending/revenues.  Consumer media campaigns generated $82.1 million in incremental revenues for tourism SMEs in Atlantic Canada, and a ROI of $26.52 to $1.00.  US Tour Wholesaler Partnerships generated an additional $900,000 in revenues, and an ROI of $10.17.  The inclusion of several non‑ROI generating activities (e.g. travel trade shows, media relations program, consumer website development research) resulted in an overall ROI of $19.45.
10.  Name of Program	11.  Total Allocation	12.  Planned Spending for 2007-2008	13.  Actual Spending for 2007-2008
Overseas Marketing Initiative	$1.2 million	$0.4 million	$0.4 million
Results 2007‑2008		14. Expected Results for 2007-2008	15.  Results Achieved in 2007-2008
Return on Investment: measurable tourism revenues generated per partner dollar invested in integrated marketing/media campaigns		$6 to $1	$4.74 to $1
Partnerships formed with Overseas Tour Wholesalers		20	14
Dollar amount of visitor spending on goods/services resulting from the Overseas Tour Wholesaler partnerships		$2.4 million	$3.7 million
16.  Comments on Variances
The ACTP refocused its European Tour Wholesaler Partnership (ETWP) program on those partnerships having the greatest potential to generate the highest return. The number of partnerships was reduced from 20 (target) to 14 (achieved). These generated $3.7 million in incremental revenues for tourism SMEs in Atlantic Canada, and an ETWP-ROI of $15.58 to $1.00. The ACTP also invested in several non‑ROI‑generating activities (e.g. travel trade shows, media relations program, consumer website development, research). These investments resulted in an overall ROI of $4.74, versus the $6.00 target.
17.  Results to be Achieved by Non-federal Partners (if applicable)
N/A
18.  Contact Information
Rob McCloskey, Director General, Tourism Atlantic Atlantic Canada Opportunities Agency Telephone:  902-626-2479 E-mail: rob.mccloskey@acoa-apeca.gc.ca

 

International Business Development Program (IBDP)

1.  Name of Horizontal Initiative		2.  Name of Lead Department
International Business Development Program (also/formerly known as International Business Development Agreement)		ACOA
3.  Start Date of the Horizontal Initiative		4.  End Date of the Horizontal Initiative	5.  Total Federal Funding Allocation
April 11, 2005		March 31, 2010	$7.0 million
6.  Description of the Horizontal Initiative
The International Business Development Program (IBDP) involves four Atlantic provincial governments and three federal departments: ACOA, Foreign Affairs and International Trade Canada, and Industry Canada. The previous International Business Development Agreement (IBDA) was first signed in May 1994 for three years and $3 million, and was extended in March 1997 for a further three years and $2 million. A second extension, for $8 million, involved the seven partners in international business development for a further four years from 2000 to 2004. The new $10‑million IBDP will continue the work of the partners until 2010. Funding for the agreement is shared 70/30 by the federal and provincial governments. The IBDP’s mandate is: to undertake specific measures to optimize regional coordination on a pan‑Atlantic scale and combine limited resources to coordinate trade‑related activities. The commitment to this IBDP, 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 (see http://www.acoa-apeca.gc.ca/e/ibda/index.shtml).
7.  Shared Outcomes
The shared outcomes for the IBDP partners are as follows, and support ACOA’s priority for trade: •       increased number of new exporters; •       existing exporters reporting sales to new markets; and •       existing exporters reporting increased sales to existing markets. Since the original IBDA commenced in 1994, the Agency and its partners have administered over 200 projects involving some 3,500 Atlantic Canadian companies. The IBDA assisted 182 companies to begin exporting, 380 exporters to increase their export sales, and 259 exporters to expand into new markets.
8.  Governance Structure
ACOA is the lead organization for this initiative and houses the secretariat responsible for administering the agreement. A management committee, comprising a representative from each of the partners, is responsible for the planning and management of the agreement’s programs and the evaluation of projects.
9.  Federal Partners involved in each program
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.
10.  Name of Programs	11.  Total Allocation	12.  Planned Spending for 2007-2008	13.  Actual Spending for 2007-2008
International Business Development Program (IBDP)	$7.0 million	$1.8 million	$2.1 million
Results for 2007‑2008		14. Expected Results for the Life of the Agreement (2005‑2006 through 2009‑2010)	15.  Results Achieved in 2007‑2008
Increase the number of new exporters		40 companies	5
Existing exporters reporting sales to new markets		75 companies	17
Existing exporters reporting increased sales to existing markets		150 companies	33
16.  Comments on Variances
Expected results are for the lifetime of the agreement, and data collection continues for two years after the term of the agreement. The target date to fully achieve these expected results is 2012.
17.  Results to be Achieved by Non-federal Partners (if applicable)
N/A
18.  Contact Information
Michel Têtu, Director General, Trade and Investment Atlantic Canada Opportunities Agency Telephone: 506-851-6496 E-mail: michel.tetu@acoa-apeca.gc.ca

 

Team Canada Atlantic (TCA)

1.  Name of Horizontal Initiative		2.  Name of Lead Department
Team Canada Atlantic		ACOA
3.  Start Date of the Horizontal Initiative	4.  End Date of the Horizontal Initiative		5.  Total Federal Funding Allocation
April 1999	March 31, 2010		$11.14 million
6.  Description of the Horizontal Initiative
Team Canada Atlantic (TCA) is a partnership of ACOA and the four Atlantic Provinces, with support from Agriculture and Agri‑Food Canada, Industry Canada, and Foreign Affairs and International Trade Canada. TCA is committed to strengthening the trade and investment relationship between Atlantic Canada and the United States. From 1999 to 2008, approximately $6.5 million was spent on TCA missions; as of June 2008, mission participants reported actual sales of nearly $45 million. The core of the TCA approach is the trade mission, which enables small and medium‑sized businesses from across Atlantic Canada to meet with potential buyers, agents, distributors and strategic partners in the United States. The mission format features a comprehensive program that equips private sector participants with the knowledge, contacts and advice they require to make the best of their international opportunities before, during and after their ventures abroad. Missions also provide the Government of Canada and the Atlantic provincial governments with crucial opportunities to promote the region as a tremendous location for foreign investment. See the TCA website at http://www.teamcanadaatlantic.ca/.
7.  Shared Outcomes
The TCA trade missions are focused on small to medium‑sized enterprises (SMEs) in Atlantic Canada and are intended to assist SMEs to increase exports and attract investments in key markets.  The mission objectives are to: •          increase export‑readiness for Atlantic Canadian SMEs; •          develop new partnerships/alliances between Atlantic Canadian SMEs and companies in target markets; and •          increase Atlantic Canadian SME export sales to new and established markets, as well as raise awareness of Atlantic Canada in these markets. As of June 2008, Team Canada Atlantic had completed 14 missions to United States markets, involving 531 companies and more than 3,665 business meetings, and resulting in more than $44 million in actual sales.
8.  Governance Structure
A management committee, comprising senior officials of ACOA, Foreign Affairs and International Trade Canada, and provincial governments is the decision‑making body that directs and oversees the coordination and implementation of the TCA missions.  The TCA organizing committee is responsible for organizing the missions, and includes representation from the four provincial trade departments in Atlantic Canada, Foreign Affairs and International Trade Canada, Agriculture and Agri‑Food Canada, and the Team Canada Atlantic Secretariat.  The secretariat, housed at ACOA, is responsible for the overall coordination and implementation of the TCA missions.
9.  Federal Partners involved in each program
•          ACOA •          Foreign Affairs and International Trade Canada – non‑funding partner •          Agriculture and Agri‑Food Canada (AAFC) – $7,000/mission
10.  Name of Programs	11.  Total Allocation	12.  Planned Spending for 2007-2008	13.  Actual Spending for 2007-2008
Team Canada Atlantic	ACOA    $11.14 million AAFC     $132,000	ACOA    $356,000 (G&C)             $  75,000 (O&M) AAFC     $    7,000	ACOA $337,829 (G&C) ACOA $73,000 (O&M) AAFC $7,000
Results for 2007‑2008		14. Expected Results for 2007-2008	15. Results Achieved in 2007-2008
SMEs that have increased export‑readiness		40	41
New exporters		5	8
Exporters developing new markets		5	16
Forecasted export sales by SMEs		$30 million	$15 million
16.  Comments on Variances
17.  Results to be Achieved by Non-federal Partners (if applicable)
N/A
18.  Contact Information
Michel Têtu, Director General, Trade and Investment Atlantic Canada Opportunities Agency Telephone: 506-851-6496 E-mail: michel.tetu@acoa-apeca.gc.ca

Canada Border Services Agency

Horizontal Initiatives

Supplementary information on the CBSA’s participation in horizontal initiatives can be found on the TBS Web site.

Canadian Heritage

• Horizontal Initiative, Action Plan for Official Languages, Canadian Heritage, 2007–2008
• Horizontal Initiatives, 2010 Winter Olympic and Paralympic Games – Delivering on our Commitments, Department of Canadian Heritage, 2007–2008

Table 8: Horizontal Initiative, Action Plan for Official Languages, Canadian Heritage,
2007–2008

1. Name of Horizontal Initiative: Action Plan for Official Languages
2. Name of lead department: Department of Canadian Heritage	3. Lead department program activity: Corporate (Internal) Services
4. Start Date: April 1, 2003	5. End Date: March 31, 2008
6. Total Federal Funding Allocation:  $787.3 M (In April 2005, a 3-year allocation (2005-08) in the amount of $36.0 M was added to the original amount of $751.3M, for the Enabling Fund, a program administered by the Department of Human Resources and Social Development.)
7. Description: The Action Plan is a policy statement of the Government of Canada that strengthens the implementation obligations under the Official Languages Act and includes a number of initiatives aimed at the enhancement and promotion of linguistic duality in Canadian society. Ten (10) federal institutions received funds for sectoral programs and activities related to official languages (OL). Another key component of the Action Plan is the implementation of an accountability framework and the establishment of overall coordination of government-wide processes relating to official languages.  The implementation of the Action Plan is a component of the wider Official Languages Program (OLP) as it has been defined and approved by the Committee of Deputy Ministers on Official Languages (CDMOL) in December 2004.
8. Shared Outcomes: Three levels of results have been identified for the Official Languages Program:Ultimate ResultCanadians enjoy the benefit 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 language of their choice.Intermediate Results  Increased proportion of Canadians are aware of the benefit of linguistic duality and have access to the services that support it. Enhanced capacity of Canadians, English-speaking in Quebec and French-speaking across Canada to live and work in vibrant communities in their language of choice. Immediate Results Improved access to justice in both languages. Increased participation in and improved access to education and learning in support of linguistic duality. Improved access to health and social services in the language of their choice. Enhanced cultural activities in support of Canadian identity. Strengthened community economic development and language industries. Enhanced community vitality. Linguistic duality is reinforced in the institutions of Canadian society and reflected abroad. Federal institutions respect the Official Languages Act (OLA) and the Constitution.
9. Governance Structures (within Canadian Heritage): The Minister responsible for Official Languages has specific responsibility for the implementation of the Action Plan for Official Languages. The Official Languages Branch (OLB) of Intergovernmental Affairs (IGA) became the Official Languages Secretariat (OLS) when it was transferred to the Department of Canadian Heritage on February 6, 2006.  The OLS will continue to support the Minister responsible for Official Languages and the activities related to the horizontal coordination of the Official Languages Program, including implementation of the Action Plan.  OLS will also support the overall governance of the Official Languages Program through various mechanisms and committees.

List of Federal Partners

1. Canadian Heritage
2. Public Service Human Resources Management Agency of Canada (Formerly with Treasury Board Secretariat
3. Canada School of Public Service (Formerly with Treasury Board Secretariat
4. Health Canada
5. Human Resources and Social Development Canada
6. Industry Canada
7. National Research Council Canada
8. Justice Canada
9. Citizenship and Immigration Canada

Detailed sub-tables are included for each federal partner:

A.
10. Federal Partners	Canadian Heritage
11. Federal Partner Program Activity PA)	PA 8: Corporate services
12. Names of Programs for Federal Partners	a. Accountability and Coordination Framework (Formerly with Privy Council Office)
13. Total Allocation (from start to end date)	$13.5M
14. Planned Spending for 2007–2008	$2.0M
15. Actual Spending for 2007-08	$1,715,768
16. Expected Results for 2007–2008	Better horizontal communication between federal institutions. Increased exchanges and improved communication between federal institutions and official language minority communities (OLMCs). Increased exchanges and improved cooperation between the federal government and the provinces and territories. Better scientific and empirical knowledge of linguistic duality in Canada.
17. Results achieved in 2007-08	The Official Languages Secretariat (OLS) held two regular meetings of the three interdepartmental committees on policy, evaluation and research, and ensured successful horizontal communication among federal institutions. Public consultations on linguistic duality and official languages were held in seven cities in Canada in December 2007 and January 2008, under the leadership of Mr Bernard Lord. The OLS provided support to multilateral meetings, such as the Ministerial Conference on Canadian Francophonie in 2007. It also served as a facilitator, and maintained continuous dialogue with the provinces and territories. The SLO held a symposium in January 2008 in Ottawa to clarify official languages research issues. It was attended by 165 stakeholders from the academic community, and community and government representatives. A document was published following the symposium. In December 2007, a preliminary report was published by Statistics Canada on the Survey on the Vitality of Official-Language Minorities (SVOLM). The Survey was funded by a number of departments and the Office of the Commissioner of Official Languages, and will lead to the publication of new reports based on SVOLM data
10. Federal Partners	Canadian Heritage
11. Federal Partner Program Activity PA)	PA 6: Community development and capacity building PA 5: Promotion of intercultural understanding
12. Names of Programs for Federal Partners	b. Education –minority language & second-language
13. Total Allocation (from start to end date)	$346.0M
14. Planned Spending for 2007–2008	$86.4M (does not include operating funds)
15. Actual Spending for 2007-08	$94,716,587
16. Expected Results for 2007–2008	Implementation by provinces and territories of agreements and action plans'
17. Results achieved in 2007-08	The multi-year education agreements with the Council of Ministers of Education (CMEC) and the provinces and territories were implemented in 2007–2008. In minority language education, Action Plan spending to date has been concentrated mainly in four areas: Primary- and secondary-level consolidation  Capital costs; Access to education; Early childhood. In addition to making new minority language education resources available to provincial and territorial governments, the Action Plan has made it possible to articulate a shared vision of appropriate strategies in that area. Each provincial or territorial government has taken action to address specific needs that is consistent with the broader framework based on the Action Plan's objectives.  In second-language instruction, activities funded to date by the Action Plan involved three main fields: Expansion of second-language programs (core and immersion); Consolidation of existing programs; Support for teaching staff. All provinces and territories have benefited from resources designed for second-language instruction, and their activities systematically support the three objectives of the Action Plan in that area. These activities have generated a snowball effect at the national level in second-language instruction.
10. Federal Partners	Canadian Heritage
11. Federal Partner Program Activity PA)	PA 6: Community development and capacity building PA 5: Promotion of intercultural understanding
12. Names of Programs for Federal Partners	c. Bursary Program
13. Total Allocation (from start to end date)	$24.0M
14. Planned Spending for 2007–2008	$7.2M
15. Actual Spending for 2007-08	$7.2M
16. Expected Results for 2007–2008	Continue the implementation and promotion of the new programs Destination Clic and Explore.
17. Results achieved in 2007-08	Continued implementation and promotion of the programs Explore and Destination Clic, which provide language learning and development bursaries for Canadian students. During the first four years of implementation of the Action Plan, the federal government has increased the number of bursary program participants by 23% and the value of each bursary by 9%.
10. Federal Partners	Canadian Heritage
11. Federal Partner Program Activity PA)	PA 6: Community development and capacity building PA 5: Promotion of intercultural understanding
12. Names of Programs for Federal Partners	d. Official Languages Monitor Program
13. Total Allocation (from start to end date)	$11.5M
14. Planned Spending for 2007–2008	$3.6M
15. Actual Spending for 2007-08	$3.6M
16. Expected Results for 2007–2008	Continue the implementation and promotion of the new programs Accent and Odyssey.
17. Results achieved in 2007-08	Continued implementation and promotion of the Accent and Odyssey programs. These programs provide educational institutions with full- and part-time language monitors to assist teachers with language and learning and development by Canadian students, enabling the monitors to practise their second language or their mother tongue and deepen their appreciation for Canada's cultural diversity.
10. Federal Partners	Canadian Heritage
11. Federal Partner Program Activity PA)	PA 6: Community development and capacity building
12. Names of Programs for Federal Partners	e. Support to minority communities
13. Total Allocation (from start to end date)	$19.0M
14. Planned Spending for 2007–2008	$4.05M
15. Actual Spending for 2007-08	$4,057,025
16. Expected Results for 2007–2008	Investment in priority areas for the communities, i-e, culture, communication and promotion of community activities.
17. Results achieved in 2007-08	The Department of Canadian Heritage targeted community radio stations, cultural outreach and participatory activities. Funds were allocated to community organizations to help them offer a range of activities contributing to increased use of their official language by Canadians living in OLMCs. Regular use of a language is one way of preserving it.
10. Federal Partners	Canadian Heritage
11. Federal Partner Program Activity PA)	PA 6: Community development and capacity building.
12. Names of Programs for Federal Partners	f. Intergovernmental Cooperation
13. Total Allocation (from start to end date)	$14.5M
14. Planned Spending for 2007–2008	$4.05M
15. Actual Spending for 2007-08	$4,164,582
16. Expected Results for 2007–2008	Foster the development of provincial and territorial services in priority areas
17. Results achieved in 2007-08	The provinces and territories play a key role in the development and vitality of OLMCs. Through the Action Plan, Canadian Heritage has increased support to the provinces and territories for intergovernmental cooperation in minority language services. This funding has made it possible to assist the development and implementation of concrete measures to improve the level of service available in areas of provincial jurisdiction, other than education, considered priorities for OLMCs.
10. Federal Partners	Canadian Heritage
11. Federal Partner Program Activity PA)	PA 5: Promotion of intercultural understanding PA 6: Community development and capacity building
12. Names of Programs for Federal Partners	g. Research and administration
13. Total Allocation (from start to end date)	$0.0
14. Planned Spending for 2007–2008	$9.7M
15. Actual Spending for 2007-08	$9.7M
16. Expected Results for 2007–2008	Program administration and special research initiatives.
17. Results achieved in 2007-08	Funds were allocated to program administration and specific research initiatives. The latter contribute to policy and program orientation. For example, during the years covered by the Action Plan, funding made it possible to contribute to the SVOLM and to research on the factors contributing to the vitality of OLMCs in northern communities.
B.
10. Federal Partners	Public Service Human Resources Management Agency of Canada (Formerly with Treasury Board Secretariat
11. Federal Partner Program Activity PA)	N/A
12. Names of Programs for Federal Partners	a) Investing in Innovation
13. Total Allocation (from start to end date)	$14 M
14. Planned Spending for 2007–2008	$0.0
15. Actual Spending for 2007-08	N/A
16. Expected Results for 2007–2008	N/A
17. Results achieved in 2007-08	N/A
10. Federal Partners	Public Service Human Resources Management Agency of Canada (Formerly with Treasury Board Secretariat
11. Federal Partner Program Activity PA)	PA 1: Strategic orientation, partnership and integration program
12. Names of Programs for Federal Partners	b. Centre of Excellence
13. Total Allocation (from start to end date)	$12.0M
14. Planned Spending for 2007–2008	$3.0M
15. Actual Spending for 2007-08	$3.0M
16. Expected Results for 2007–2008	Continue improving accountability for official languages and service to Canadians; progressively promote the emergence of a shared and consolidated vision of the concepts of a bilingual workplace. Carry out the information campaign to promote the emergence of a shared and consolidated vision of the concept of a bilingual workplace.
17. Results achieved in 2007-08	PA 1: Strategic orientation, partnership and integration program –SA1, SSA4: Official languages policy The Agency: - ensured that OL policy instruments were up to date and consistent with current circumstances, and allowed relatively uniform government-wide application of the provisions of the OLA respecting service to the public, language of work, equitable participation by both communities, equal employment and promotion opportunities within institutions, the setting of language requirements and access to language training; - launched an information campaign, in conjunction with eight departments, agencies and Crown corporations, designed to establish official languages more firmly among the core values of Canadian society (respect, fairness and inclusion); to inform employees of their rights and obligations, and the federal government's responsibilities towards OLMCs; and to promote linguistic duality. The purpose of the campaign is to prepare the way for a change of culture and exert a positive influence on employee attitudes and behaviour. - provided federal institutions with an interpretation service for OL policy instruments. - provided institutions with support, opinions and advice to assist them in applying the provisions of the policy instruments. - prepared and distributed Determining the linguistic profile of bilingual positions, a tool to assist managers. - arranged meetings and workshops to give persons responsible for official languages in federal institutions a better understanding of the requirements of the OLA and the policy instruments.PA 1: Strategic orientation, partnership and integration program – SA 3 (Partnerships and alignments) SSA 1 (Champions, networks and communities of interest) The Agency held two regular meetings and a retreat for each of the two OL advisory committees. The work of these committees makes it possible to ensure that the persons responsible for official languages in institutions are better equipped to carry out their duties under the OLA by giving them an opportunity to learn about the latest developments, take part in consultations, exchange information, and broaden their knowledge of the OLP; - held its third annual forum on best practices. The theme of the 2007 edition was "Official Languages Enhanced by Good Practices." Some 300 people attended; - held the 2007 edition of the annual conference of OL champions in Summerside, PEI. The theme for this event was Les langues officielles : au cœur de nos valeurs fondamentales. Participants shared ideas, learned about the circumstances of the Acadian community and discussed OL challenges in general.   - held four briefings for newly-appointed OL champions, attended by some 40 champions and co-champions; - participated as an active member in the six meetings of the Council of the Network of Departmental Official Languages Champions, and related activities. PA 3 (Integrity and sustainability program) – SA 3 (Reports), SSA 2 (Report on official languages) The Agency:  - regularly monitored OL management controls and practices by establishing regular contact with the persons responsible for official languages in institutions. - analysed the performance of each institution through the annual review exercise, using a risk-management approach, and reported to institutions any potential risks or areas for improvement. - collected information for the annual report on official languages (including the collection of outstanding best practices and those leading to economies of scale). - designed and used a new electronic tool for the horizontal analysis of annual OL reviews provided by institutions. The tool greatly simplifies horizontal analysis and makes it even more systematic, since the information is compared with data from information systems, general knowledge of the files and information gleaned from the Agency's support and monitoring activities. - assessed the performance of institutions in the context of the Management Accountability Framework (MAF). - conducted five audits on: active offer in the NCR; supervision at Export Development Canada; supervision at the Office of the Superintendent of Financial Institutions; new obligations respecting communication with the public and service delivery (Saskatchewan and Manitoba); active offer and service to the public in bilingual offices (Saskatchewan and Manitoba).
C.
10. Federal Partners	Canada School of Public Service (Formerly with Treasury Board Secretariat)
11. Federal Partner Program Activity PA)	N/A
12. Names of Programs for Federal Partners	Rebuilding Capacity
13. Total Allocation (from start to end date)	$38.6M
14. Planned Spending for 2007–2008	$0.0M
15. Actual Spending for 2007-08	N/A
16. Expected Results for 2007–2008	N/A
17. Results achieved in 2007-08	N/A
D.
10. Federal Partners	Health Canada
11. Federal Partner Program Activity PA)	PA: Canadian health system
12. Names of Programs for Federal Partners	a. Networking
13. Total Allocation (from start to end date)	$14.0M
14. Planned Spending for 2007–2008	$3.0M
15. Actual Spending for 2007-08	$6.3M
16. Expected Results for 2007–2008	Improved access to health services in the language of choice. Improved health of Canadians in OLMCs. Increased networking among health professionals and policy makers with respect to OLMC health care access issues. Implementation of information-exchange mechanisms between health partners and OLMC members. Increased commitment by health partners to improve health care services.
17. Results achieved in 2007-08	French-Speaking Official Language Minority Communities Since the launch of Community Networking Support in 2003, seventeen networks have been established and are operational in all provinces and territories where Francophones are in a minority situation. These networks bring together representatives of each of the five main partners involved in improving access to French-language health services, i.e., health professions, managers of health institutions, political decision-makers, academic institutions and the communities. Educating and bringing these partners together in order to get their concrete support and commitment has been one of the networks' key activities, and probably their greatest success to date. Many of the activities have resulted in mobilizing the various stakeholders, for example, meetings every four to twelve weeks of committees composed of representatives of the five stakeholder groups, training workshops for health care professionals, the organization of conferences, and the launch of initiatives relating to access to health services. Networks have been recognized, to varying degrees according to province and territory, as key stakeholders. Seven networks in four provinces (Prince Edward Island, New Brunswick, Ontario and Manitoba) have received formal recognition by their respective provincial departments of health. Over half the networks have established informal relations with the provincial/territorial governments in their jurisdictions, and with other health partners. Each network has: adopted a governance model that reflects this representation and has established specific objectives; launched planning initiatives to provifr of health services in French, in collaboration with their provincial or territorial health departments and other regional health authorities; and taken steps to engage and build consensus among stakeholders through mechanisms such as conferences, training workshops, formal meetings, and consultations. For more information regarding the achievements of these networks, please consult the web site of the Société Santé en français at http://santefrancais.ca English-Speaking Official Language Minority Communities Eleven formal networks are bringing together English-speaking minority communities and service providers at the local, regional and provincial levels. Most of these networks are working to integrate primary health care initiatives and language training, retention and distance service projects. This strategy has ensured that community participants in each network have a vital minimum capacity to mobilize and create networks with public partners. Two of these networks have been established to address sector and provincial needs. The Fraser Recovery Program provides programs to prevent youth and adult substance abuse. The Community Health and Social Services Network (CHSSN) fosters projects and initiatives through partnership and network building to promote access to English-language health and social services and support the vitality of English-speaking minority communities. The provincial network (CHSSN) has linked all the network units. Knowledge and best practices are shared between networks through stakeholders' forums such as conferences and retreats. A newsletter communicates network activities to all constituencies. The provincial network has also produced a knowledge base to provide baseline information on health determinants and demographics to support the development of the individual networks. Through the networks, English-speaking minority communities have built relationships with health and social services institutions. The interactions have led to community participation in committees, projects and activities. This has increased the participation of English-speaking people in the health and social services system and sensitized public partners to community needs. The evaluation of the 2007–2008 CHSSN initiative entitled Soutien au réseautage du système de santé et des services sociaux pour les personnes d'expression anglaise du Québec identifies a number of outputs and success factors for this $1.1 M initiative which was conducted over the months of December 2007 to March 2008. Activities funded included the following: English-language training assessments for employees of selected health and social services centres. English-language training provided to employees of health and social services centres. Translation to English of relevant primary care documents in 8 regions of Québec. Provision of health awareness and prevention information services in English-language schools of Québec (e.g., information on the adverse effects of tobacco use). Production of English-language brochures to inform residents of available English-language health and social services. For more information regarding the achievements of these networks, please consult the website of the Community Health and Social Services Network at http://www.chssn.org
10. Federal Partners	Health Canada
11. Federal Partner Program Activity PA)	PA: Canadian health system
12. Names of Programs for Federal Partners	b. Training and Retention
13. Total Allocation (from start to end date)	$75.0M
14. Planned Spending for 2007–2008	$20.0M
15. Actual Spending for 2007-08	$25.0M
16. Expected Results for 2007–2008	Improved access to health services in the language of choice. Improved health of Canadians in official language minority communities.Increased capacity for training of health professionals within OLMCs.Increased number of health professionals to meet the needs of OLMCs.Improved quality and quantity of health care services available to OLMCs.
17. Results achieved in 2007-08	French-Speaking Official Language Minority Communities The summative evaluation of the Health Care Training and Research Project of the Consortium national de formation en santé (CNFS) identifies a number of success factors for the project's 5-year history (2003 to 2008). The project generated 3 181 new registrations in the 10-member institutions of the Consortium over five years, which represents a 38% increase over projected registrations. The actual number of graduates from the project was 230, or 27% higher than the expected outcome. CNFS member institutions succeeded in creating 35 new French language health care programs, which is a 75% increase over the initial commitment of 20 programs. Over the 5-year-period, the CNFS project supported 109 health care programs in the member institutions. The CNFS project also funded 158 research projects, of which 54 resulted in published findings. The summative evaluation also conducted a study of the placement of 228 students who graduated from CNFS programs in 5 institutions in 2005–2006. Of these graduates, 86% were working for institutions providing health care to Francophone and Acadian communities and 79% were employed in their home province. For more information regarding the achievements of the Training and retention activities for French-speaking minority communities, please consult the website of the Consortium national de formation en santé at http://www.cnfs.net English-Speaking Official Language Minority Communities McGill University was allocated $11.5M for its Training and Human Resources Development Project. The project consists of four measures that are being implemented over a 3.5-year period (October 2004–March 2008). language training program retention and distance support program seminars and conferences innovation fund. These measures are intended to ensure that English-speaking Quebeckers have equitable access to the full range of health and social services in their own language, wherever they live. In 2005–2006, English language training was provided to 1 427 workers in 15 of Quebec's health and social services regions. In 2006–2007, 1 993 workers received English-language training in 17 regions. The latter represents 93% of the target which was set by McGill for 2006–2007. The target number of French-speaking health professionals for which English-language courses will be provided in 2007–2008 has been targeted at 2 000. For more information regarding the achievements of the Training and retention activities for English-speaking minority communities, please consult the website of the McGill Training and Human Resources Development Project at http://www.mcgill.ca/hssaccess/
10. Federal Partners	Health Canada
11. Federal Partner Program Activity PA)
12. Names of Programs for Federal Partners	c. Primary Health Care Transition Fund
13. Total Allocation (from start to end date)	$30.0M
14. Planned Spending for 2007–2008	$0.0
15. Actual Spending for 2007-08	N/A
16. Expected Results for 2007–2008	This $30M component of the Action Plan for primary health care initiatives was originally funded until March 2006 and later extended to September 2006. Additional program funds of $10M were approved for projects in 2006–2007. There is currently no provision to fund these activities in 2007–2008.
17. Results achieved in 2007-08	N/A
Total
E.
10. Federal Partners	Human Resources and Social Development Canada
11. Federal Partner Program Activity PA)	PA: Learning and Workplace Skills
12. Names of Programs for Federal Partners	a. Literacy
13. Total Allocation (from start to end date)	$7.4M
14. Planned Spending for 2007–2008	$1.1M
15. Actual Spending for 2007-08	$1.3M
16. Expected Results for 2007–2008	The integration of a results-based management approach by partner organizations in the Family Literacy Initiative. An increased number of family literacy activities in OLMCs.Training for family literacy for practitioners operating in a minority-francophone context.Implementation of a network of family literacy practitioners among literacy trainers in OLMC context.Réseau d'experts en alphabétisation familiale –Annual activities report.Summative evaluation of the family literacy initiative in OLMCs.Hosting a family literacy conference: Two inter-departmental meetings concerning family literacy; Two meetings of the Family Literacy Research Steering Committee
17. Results achieved in 2007-08	A summative evaluation of the Centre de leadership en évaluation was undertaken at the request of the Fédération canadienne d'alphabétisation en français. 1 237 people have completed family literacy training sessions.36 new family literacy trainers and stakeholders participated in the training.11 provincial/territorial francophone literacy organizations members of the Fédération canadienne d'alphabétisation en français continued to maintain links with diverse community stakeholders (associations of parents, daycares, libraries, municipalities, etc.)The annual report for 2007–2008 of the Fédération canadienne d'alphabétisation en français was released in May 2008.Evaluation completed by the Office of Literacy and Essential Skills and submitted to the Department of Canadian Heritage in September 2007. A 2e Colloque en alphabétisation familiale from the Fédération canadienne pour l'alphabétisation en français (FCAF) was held on March 6 and 7, 2008 in Ottawa.Meetings of the Family Literacy Research Steering Committee were held to prepare a conference on the development of a francophone literacy research network from April 23 to 25, 2008 in Montreal: L'alphabétisation en français à l'heure des réseaux et des communautés d'échanges en ligne.
10. Federal Partners	Human Resources and Social Development Canada
11. Federal Partner Program Activity PA)	PA: Labour Market
12. Names of Programs for Federal Partners	b. Internships
13. Total Allocation (from start to end date)	$7.3M
14. Planned Spending for 2007–2008	$0.0
15. Actual Spending for 2007-08	$1.7M
16. Expected Results for 2007–2008	$7.3M comes from the Summer Work Experience program.  This funding is the commitment as stated in the Action Plan for Official Languages for the period of 2003 to 2008.  To date the number of internships (650) expected has been largely exceeded.  As per the last report (May 2006) a total of 1 144 young people received an employment experience for OLMCs.
17. Results achieved in 2007-08	1 865 internships in OLMCs through the Youth Employment Strategy
10. Federal Partners	Human Resources and Social Development Canada
11. Federal Partner Program Activity PA)
12. Names of Programs for Federal Partners	c. enabling fund
13. Total Allocation (from start to end date)	$36.0M
14. Planned Spending for 2007–2008	$12.0M
15. Actual Spending for 2007-08	$11.8M
16. Expected Results for 2007–2008	Continued viability of the infrastructures and networks as mechanisms for government supporting OLMCs. Improved knowledge of official language minority communities from community profiles; the information will be used to guide funding decisions, benchmarking and assessing progress and future evaluation.Increased OLMCs' capacity, at the organization and network levels, to produce community development plans and projects.Increased capacity of local human resources in official language minority communities to promote and implement their own development.Increased community vitality, including economic and job growth in OLMCs.
17. Results achieved in 2007-08	The Enabling Fund was renewed for 2008–2009 and the program will also be considered for the future federal strategy on official languages An independent evaluation showed notable progress in the capacity of the networks in creating partnerships and initiatives for community economic and human resources developmentEach community benefits from a community profile and a plan for economic development.The program managed to leverage $14.1M from non federal sources for a total of $24M.Furthermore, each permanent employee of the provincial and territorial RDÉEs generated an average of 24 indirect jobs that would otherwise not be created without their involvement.
10. Federal Partners	Human Resources and Social Development Canada
11. Federal Partner Program Activity PA)	PA: Policy, Research and Communication
12. Names of Programs for Federal Partners	d. Pilot Projects for Child Care
13. Total Allocation (from start to end date)	$10.8M
14. Planned Spending for 2007–2008	$3.1M
15. Actual Spending for 2007-08	$2.5M
16. Expected Results for 2007–2008	Implementation of the pilot-child project in five minority Francophone communities
17. Results achieved in 2007-08	The pilot project has been implemented in six minority Francophone communities
10. Federal Partners	Human Resources and Social Development Canada
11. Federal Partner Program Activity PA)	PA: Social Investment
12. Names of Programs for Federal Partners	e. Development of NGO Capacity
13. Total Allocation (from start to end date)	$3.8M
14. Planned Spending for 2007–2008	$0.68M
15. Actual Spending for 2007-08	$0.65M
16. Expected Results for 2007–2008	Production of French language learning materials to enable parents and community-based parent organizations to promote French language early childhood development programs in official language minority communities by making investments in national francophone non-government organizations
17. Results achieved in 2007-08	The National Table on Early Childhood Development (ECD) developed an ECD Framework for francophone OLMCs. The Framework establishes the vision of the various sectors operating in early childhood and sets out an implementation strategy for advancing ECD. The Framework was approved by all sectors that are part of the National ECD Table, and a strategic link was made particularly with four sectors: education, health, justice and immigration. Production of materials such as a guide for identity building in the home for parents, a hands-on cross-sector collaboration guide and a study on the implementation costs of centers for integrated early childhood development  services
F.
10. Federal Partners	Industry Canada
11. Federal Partner Program Activity PA)	SPA: Section 41, Official Languages Act SPA: Language Industry Program and Canadian Apparel and Textile Industries Program SPA: Virtual Francommunities
12. Names of Programs for Federal Partners	a. Outreach  and Counselling
13. Total Allocation (from start to end date)	$8.0M
14. Planned Spending for 2007–2008	$1.0M
15. Actual Spending for 2007-08	$2.2M
16. Expected Results for 2007–2008	Maintain established Industry Canada network of at least one full-time counsellor per region to liaise and assist Official Language Minority Communities (OLMCs). Continue to increase presence and understanding of Industry Canada programs and services to OLMCs in all Industry Canada regions. The outreach and communications activities are geared towards levering the OLMCs to increase their participation in Industry Canada's existing programs
17. Results achieved in 2007-08	Outcome achieved:The Network of Counsellors and Coordinators continued operating until March 31, 2008 Outcome achieved - Action taken: - Joint consultations with Industry Canada (IC), the regional development agencies (RDAs) and OLMC representatives - Regional briefings and participation in meetings and conferences by officials from the Network of Counsellors and Coordinators Outcome achieved - Action taken: - development of new communication and marketing products Indicator: - a study of participation by OLMCs in IC and RDA programs shows that OLMCs receive funding proportional to their representation in the Canadian community
10. Federal Partners	Industry Canada
11. Federal Partner Program Activity PA)	SPA: Section 41, Official Languages Act SPA: Language Industry Program and Canadian Apparel and Textile Industries Program SPA: Virtual Francommunities
12. Names of Programs for Federal Partners	b. Internships
13. Total Allocation (from start to end date)	$2.0M
14. Planned Spending for 2007–2008	$0.8M
15. Actual Spending for 2007-08	$0.8M
16. Expected Results for 2007–2008	Continue developing partnerships for internship initiatives to support an increase in the number of skilled workers, new or enhanced businesses and the adoption of emerging technologies to meet the targets set out in the Treasury Board submission to invest $2M over 4 years to create 200 internships
17. Results achieved in 2007-08	Outcome achieved  45 internships completed in 2007–2008
10. Federal Partners	Industry Canada
11. Federal Partner Program Activity PA)	SPA: Section 41, Official Languages Act SPA: Language Industry Program and Canadian Apparel and Textile Industries Program SPA: Virtual Francommunities
12. Names of Programs for Federal Partners	c. Pilot Projects   (Tele-Training; Tele-Learning)
13. Total Allocation (from start to end date)	$10.0M
14. Planned Spending for 2007–2008	$1.5M
15. Actual Spending for 2007-08	$1.6M
16. Expected Results for 2007–2008	Develop partnerships with universities, colleges and non-profit corporations to initiate pilot projects to bring leading-edge technologies to OLMCs as per the $10M allocation over 5 years identified in the Treasury Board submission to expand the content and applications for tele-education and for tele-training.
17. Results achieved in 2007-08	Outcome achieved: 16 pilot projects funded in 2007–2008.
10. Federal Partners	Industry Canada
11. Federal Partner Program Activity PA)	SPA: Section 41, Official Languages Act SPA: Language Industry Program and Canadian Apparel and Textile Industries Program SPA: Virtual Francommunities
12. Names of Programs for Federal Partners	d. Francommunautés virtuelles
13. Total Allocation (from start to end date)	$13.0M
14. Planned Spending for 2007–2008	$4.0M
15. Actual Spending for 2007-08	$4.5M
16. Expected Results for 2007–2008	Support up to 50 new projects under the current competition for funding. Carry out a summative evaluation of the program.
17. Results achieved in 2007-08	Outcome achieved: 26 new projects supported in 2007–2008; 12 projects begun in 2006–2007 and completed in 2007–2008 Outcome achieved: The evaluation report will be studied by the IC Audit and Evaluation Committee in June 2008.
10. Federal Partners	Industry Canada
11. Federal Partner Program Activity PA)	SPA: Section 41, Official Languages Act SPA: Language Industry Program and Canadian Apparel and Textile Industries Program SPA: Virtual Francommunities
12. Names of Programs for Federal Partners	e. Canadian Network of Language Industries
13. Total Allocation (from start to end date)	$5.0M
14. Planned Spending for 2007–2008	$1.0M
15. Actual Spending for 2007-08	$1.0M
16. Expected Results for 2007–2008	Representative Association recognized by governments and the industry. Support the development and the adoption of Canadian quality standards for translation services and language training schools. Consolidation of language training sector. Exit strategy implemented.
17. Results achieved in 2007-08	Outcome achieved: AILIA made representations to the Standing Committee on OL, the Lord consultations and several departments (IC, PWGSC, DFAIT, PCH). In an inquiry, AILIA members acknowledged the importance of the work completed. Through hard work by the various partners, standards for translation services are now awaiting approval by the Standards Council of Canada. There is now a single standard for public and private schools. Outcome achieved: Since March 2008, a single association has represented the sector. A strategy was developed and implemented. It covers four aspects: communication, human resources, finance and information management
10. Federal Partners	Industry Canada
11. Federal Partner Program Activity PA)	SPA: Section 41, Official Languages Act SPA: Language Industry Program and Canadian Apparel and Textile Industries Program SPA: Virtual Francommunities
12. Names of Programs for Federal Partners	f. Marketing and Branding
13. Total Allocation (from start to end date)	$5.0M
14. Planned Spending for 2007–2008	$1.0M
15. Actual Spending for 2007-08	$0.6M
16. Expected Results for 2007–2008	Maximize use of the funding for the language industry program. Increased knowledge of and access to national and international markets. Continued support for the development and promotion of the industry.
17. Results achieved in 2007-08	Outcome achieved : 75% of total funding was awarded to industry, and used. Four market studies have been completed or published. Continued support for the activities of AILIA, and program management. Promotion of the industry to the various stakeholders: governments, organizations and corporations.
G.
10. Federal Partners	National Research Council Canada
11. Federal Partner Program Activity PA)	PA: Information technology
12. Names of Programs for Federal Partners	Institute for Information Technology - Language Technologies Research Group
13. Total Allocation (from start to end date)	$10.0M
14. Planned Spending for 2007–2008	$2.6M
15. Actual Spending for 2007-08	$2,579,436
16. Expected Results for 2007–2008	Our aim is to create scientific and technological advances for the benefits of our clients.  In 2007–08, we will continue to drive forward our technology in statistical machine translation (SMT), securing its highly competitive status on the international scene.  We will protect these gains with patents and we will publish the results in top ranking journals and conferences.  Our SMT technology will be deployed in smart user-oriented applications, providing translators and terminologists with a range of novel aids.  These will include: assistance for the development and maintenance of multilingual terminology, aids for translation capture (e.g. translation dictation), aids for translation authoring (e.g. SMT-enriched translation memory systems) as well as aids for translation checking.  These efforts will be done jointly with our partners at the LTRC, our national partners (i.e. universities) and several international partners.  Lastly, we aim to produce this year at least one technology transfer to the private industry.
17. Results achieved in 2007-08	Nightingale consortium, GALE research program of the DARPA agency (U.S. Department of Defence) This activity has helped us ensure and demonstrate that our machine translation technology is world-class. Jointly with some of our Nightingale partners, we have continued to provide competitive Chinese-to-English machine translation technology to the satisfaction of the client (DARPA). As a result, our funding was not only renewed for the upcoming third year but also increased by 50% with the previous year. SMART consortium, IST program from the European community The SMART consortium has started to test the applicability of new machine learning methods (such as kernel regression techniques) to the problem of machine translation. Preliminary results are very encouraging. Collaboration Systran/NRC A hybrid system combining Systran and NRC's Portage has yielded excellent results in international competitions. Business discussions have been initiated.
H.
10. Federal Partners	Justice Canada
11. Federal Partner Program Activity PA)	PA: Services to government
12. Names of Programs for Federal Partners	a. Accountability and Coordination Framework
13. Total Allocation (from start to end date)	$2.5M
14. Planned Spending for 2007–2008	$0.35M
15. Actual Spending for 2007-08	$0.37M
16. Expected Results for 2007–2008	Federal institutions use legal tools to meet their duties under the OLA. Legal services on language rights are improved. Federal institutions have improved knowledge of their duties under the law.
17. Results achieved in 2007-08	A guide to the implementation of Part VII was developed jointly with the OLS. The DOJ evaluation found that legal services had improved. Awareness activities for federal public servants were offered once again in 2007–2008.
10. Federal Partners	Justice Canada
11. Federal Partner Program Activity PA)	PA: Justice, policy, legislation and programs
12. Names of Programs for Federal Partners	b. Legal Obligations (i) Contraventions
13. Total Allocation (from start to end date)	$27..0M
14. Planned Spending for 2007–2008	$4.7M
15. Actual Spending for 2007-08	$1.6M$
16. Expected Results for 2007–2008	Amendments have been made to the agreements and regulations with Ontario, British Columbia, Manitoba and Nova Scotia.  New agreements are expected with Saskatchewan, Alberta, Newfoundland and Labrador and the City of Mississauga. These amendments will provide that services will be accessible and that there will be an active offer of service in both official languages wherever demand is sufficient.
17. Results achieved in 2007-08	Discussions were undertaken with Prince Edward Island and Newfoundland and Labrador. No agreement reached in 2007–2008.
10. Federal Partners	Justice Canada
11. Federal Partner Program Activity PA)	PA: Services to government
12. Names of Programs for Federal Partners	b. Legal Obligations (ii) Bill S-41: The Legislative Instruments Re-Enactment Act
13. Total Allocation (from start to end date)
14. Planned Spending for 2007–2008	$0.4M
15. Actual Spending for 2007-08	$0.6M
16. Expected Results for 2007–2008	In conformity with subsection 9(1) of the Act the Minister of Justice has completed a review of the implementation and operation of s. 4 of the Act.  As well, under s. 9 of the Act, the Minister of Justice also has to submit a report on the review to each House of Parliament by June 13, 2008.
17. Results achieved in 2007-08	Between December 2007 and June 2008, 259 legislative instruments were re-enacted through five regulations The review report on the implementation of s. 4 of the Act is scheduled to be tabled in both Houses of Parliament on June 12, 2008.
10. Federal Partners	Justice Canada
11. Federal Partner Program Activity PA)	PA: Justice, policy, legislation and programs
12. Names of Programs for Federal Partners	c. Access to Justice
13. Total Allocation (from start to end date)	$18.5M
14. Planned Spending for 2007–2008	$4.1M
15. Actual Spending for 2007-08	$3.7M
16. Expected Results for 2007–2008	Increased capacity to respond to issues related to access to justice in both official languages. Better informed public and legal communities.
17. Results achieved in 2007-08	The summative evaluation of the Support Fund indicates that it is relevant and effective and that the projects funded have helped improve access to justice in both official languages and the ability of those concerned to provide such services. The Support Fund has helped associations of French-speaking jurists to discharge their mandate more effectively, contributed to the development of language tools for lawyers and the training of jurists, and made it possible for stakeholders to come together to combine their efforts. Activities undertaken through the Support Fund have achieved significant successes. First, while it was expected that partnerships would develop between participants, the power of the networks and the cooperation that resulted were not expected. Second, the associations of French-speaking jurists enjoy greater prominence within their respective community networks and have credibility as advocacy agencies. Third, jurilinguistic centres have been able to develop internationally-recognized expertise in their field.
I.
10. Federal Partners	Citizenship and Immigration Canada
11. Federal Partner Program Activity PA)	PA1: Immigration Program PA 2: Temporary Resident Program PA 4: Refugee Program PA 5: Integration Program
12. Names of Programs for Federal Partners	Support to Communities
13. Total Allocation (from start to end date)	$9.0M
14. Planned Spending for 2007–2008	$2.0M
15. Actual Spending for 2007-08	$1,965,750
16. Expected Results for 2007–2008	Implement the Strategic Plan to Foster Immigration to Francophone Minority Communities (FMC).  Promote immigration abroad, improve the reception capacity of Francophone minority communities, and strengthen their reception and settlement infrastructures for Francophone newcomers to facilitate their social and cultural integration.  Coordinate the Steering Committee and the Implementation Committee, and support research on the FMCs.
17. Results achieved in 2007-08	Implementation of the Strategic Plan to Foster Immigration to Francophone Minority Communities and coordination of the Steering Committee and the Implementation Committee CIC – FMC Steering Committee met in September 2007 and approved three additional priorities to those presented in its strategic plan to foster immigration to FMCs and the annual report presented by the Implementation Committee. Regional sub-committees on francophone immigration continued to work on the implementation of the Strategic Plan. Promotion abroad Small- and large- scale promotion and recruitment events were organized and promotional material was developed. For example, "Destination Canada" took place in November 2007 in Paris, Lyon, Brussels and Tunis.  Improvement of the absorption capacity of FMCs and reinforcement of intake and settlement structures for French-speaking newcomers to assist their social and cultural integration. Several networks were implemented across Canada to ensure coordination of immigration of French-speaking immigrants to FMCs. Awareness activities were organized in schools and in the community. Initiatives and tools to facilitate the social and economic integration of French-speaking immigrants to FMCs were also funded. Support for research CIC funded and participated in events that furthered a better understanding of factors surrounding the immigration and integration of French-speaking newcomers to Canada. For example the Journée de réflexion sur l'immigration francophone was organized by CIC Metropolis in Toronto in March 2007 and in April 2008 in Moncton and CIC contributed to an article in the spring 2008 edition of the magazine Canadian Issues on immigration and diversity in FMCs.
	Total Allocation (from start to end date	Planned Spending for 2007–2008	Actual Spending for 2007-08
Total :	$787.4 M	$183.0M	$198.9M
18. Comments on the variance : N/A
19. Results to be achieved by Non-Federal Partners (if applicable):	N/A
20. Contact : olslo@pch.gc.ca	http://www.pch.gc.ca/slo-ols/		Approved by:Jérôme Moisan Date approved: June 20th, 2008

Table 8: Horizontal Initiatives, 2010 Winter Olympic and Paralympic Games – Delivering on our Commitments, Department of Canadian Heritage, 2007–2008

1. Name of horizontal initiative:2010 Winter Olympic and Paralympic Games – Delivering on our Commitments
2. Name of lead department(s):Department of Canadian Heritage	3. Lead department program activity: PA2 – Sustainability of cultural expression and participation PA7 – Participation in community and civic life
4. Start dateof the horizontal initiative: Fiscal Year 2003–2004	5. End date of the horizontal initiative: March 31st, 2012
6. Total federal funding allocation (start to end date): $622.1M (2004–05 to 2011–12)
7. Description of the Horizontal Initiative:  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. (http://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 delivering the Games, which includes providing high quality essential federal services, as well as capital and legacy funding. 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).
8. Shared Outcomes: Canadian excellence and values will be promoted nationally and internationally; Sport, economic, social and cultural legacies will be established for the benefit of all Canadians, in alignment with federal policy objectives; Early planning and seamless, cost-effective delivery of mandated federal responsibilities, including federal essential services (security, entry of individuals, etc.) will contribute to high quality 2010 Winter Games.
9. Governance Structures (within the Department of Canadian Heritage) 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 facilitating interdepartmental and intergovernmental consultation and coordination of Games-related issues and commitments; An Assistant Deputy Minister-level Representative Working Group (RWG) reporting on the progress of essential federal service delivery; and, Working-level Issue Clusters supporting intergovernmental coordination and information sharing. In addition, an Essential Federal Services Committee (EFS Committee) has been established under the authority of the RWG to support, promote, coordinate and monitor seamless planning of essential federal services.

10. Federal Partners	11. Federal Partner Program Activity (PA)	12. Names of Programs for Federal Partners	13. Total Allocation (from start to end date)	14. Planned Spending for 2007–08	15. Actual Spending for 2007–08	16. Expected Results for 2007–08	17. Results Achieved in 2007–08
1. Canadian Heritage	Strategic Outcome 1 :1 Canadians express and share their diverse cultural experiences with each other and the world. PA2: Sustainability of cultural expression and participation		$	$122.7M	$	Increased opportunities for federal visibility on 2010 activities; Improved relations with partners and with the 2010 Federal Framework for Coordination (FFC); Diligent spending on all aspects of federal funding.	Pursued activities to foster positive domestic and international exposure and to help make these 'Canada's Games' Protecting Canadian investment by monitoring progress and performing due diligence on the venue construction program.  Ensuring effective coordination and delivery of essential federal services and strategic opportunities through various coordinating mechanisms such as Issue Clusters and the Government Operations Steering Team.
	Strategic outcome 2 Canadians live in an inclusive society built on intercultural understanding and citizen participation. PA 7: Participation in community and civic life
B. Royal Canadian mounted Police (RCMP), Public Safety Canada, Department of National Defence (DND), Canadian Security Intelligence Agency (CSIS) Public Health Agency of Canada (PHAC)	N/A	Police and Security	$87.5M	For reasons of national security, the Security Group has asked that the information not be released	For reasons of national security, the Security Group has asked that the information not be released	Partners and stakeholders are engaged in developing intelligence-led strategic and operational plans	Strategic and operational plans are being developed in consultation with partners and stakeholders Agreements have been put  in place and several Memorandum of Understanding have been completed while others are currently being developed New partners have recently joined the Vancouver Integrated Security Unit in Vancouver. Formal channels for exchange of information have been established.
C. Canadian Border Services Agency	Access	Security	$15.8M	$1.2M	$1.5M	Operational and logistics planning  Input to the design, development and implementation planning for the Olympic Identity and Accreditation Card Process	Integrated Operational framework, planning teams and HR strategic planning initiated. Olympic Accreditation Working Group formed, Accreditation Process conceptual design consultation initiated, detail design initiated, Government of Canada approach and partnership agreement achieved. Olympic Federal Coordination Issue Clusters participation
D. Citizenship and Immigration	Maximum contribution to Canada's economic, social and cultural development from migration	Temporary Resident Program	$5.0M	$0.3M	$0.25	Operational planning and logistics planning.  Input to design and creation of the International Olympic Committee (IOC) card	Operational and logistical planning underway.  Input to design and handling of IOC card in progress.  Regulatory amendments in development.
E. Human Resources and Social Development Canada	Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.	Foreign workers and immigrants	$1.3M	$0.2M	$0	Operational planning and logistics of planning on entry of foreign workers	The entry of foreign workers is incorporated into the larger nationwide Foreign Worker Program.
F. Health Canada	Reduced health and environmental risks from products and substances, and safer living and working environments.	Healthy environments and consumer safety Health Protection of Foreign DignitariesHealth Protection of travelling publicHealth Protection of Public Servants	$2.6M	-	$0	Planning of activities to be undertaken in 2008-09.	Continue strategic planning to ensure the delivery of  health services to foreign dignitaries attending the 2010 Winter Games and undertake measures to ensure the health and safety of federal employees working on location. Met with stakeholders to identify requirements and establish the basis for collaboration.Ongoing planning to provide public health services related to conveyances and ancillary services to protect the health of the traveling public.
G.G.Environment Canada	Weather and environmental predictions and services reduce risks and contribute to the well-being of Canadians.	Improved knowledge and information on weather and environmental conditions influence decision-making.	$9.3M	$0.8M	$0.8M	Infrastructures and supporting technologies for Olympic weather services are developed	Completed Olympic surface weather observing network (32 observing platforms), as well as a profiling microwave radiometer. Produced meteorological studies pertinent to the Games' operations. Trained 32 meteorologists on local winter weather conditions for Games' operations.
	Canada's natural capital is restored, conserved and enhanced.	Canadians adopt approaches that ensure the sustainable use and management of natural capital and working landscapes.	$1.5M	$0.5M	$0.43M	Sustainability investments and agenda advanced	Strategic leveraging of partnerships with VANOC, the Province of BC and Environmental non-governmental organizations to move sustainability initiatives forward. Continued collaboration with federal government departments and external partners to identify opportunities to showcase innovative approaches to sustainability.Revitalization of the Environment and Sustainability Issue Cluster committee to focus initiatives in three priority areas: footprint reduction, sustainability innovation and education and awareness.
	Environmental Assessment is integral part of program and policy decision-making.	Efficient and effective environmental assessments	$2.6M	$0.4M	$0.2M	Environmental Assessments Completed	Environmental Assessments Completed Participation in EA follow-up programs.
H. Fisheries and Oceans Canada	Healthy and productive aquatic eco-systems.	Habitat management	$0.6M	$0.1M	$0.1M	Environmental assessment work completed	Completed Environment Assessments on the Whistler Nordic Centre. Provided expert Federal Authority advice on 5 projects. Issued 12 Fisheries Act authorizations.
18. Comments on variances: The CBSA's negative variance as reported above is a result of functions accomplished in 2007–2008 that were originally forecasted for 2006–2007.The funding difference for Fisheries and Oceans for the total allocation reflects lapsed funds in previous years that will not be sought.HRSDC has incorporated the entry of foreign workers into the larger nationwide Foreign Worker Program and therefore will not be seeking funds.
19. Results to be achieved by non–federal partners (if applicable): Activities undertaken by non-federal partners are critical to the success of the Games. Each partner has provided information on the results of its activities on its respective websites.  Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games  (http://www.vancouver2010.com/en)Government of British Columbia  (http://www.gov.bc.ca/ )City of Vancouver (http://www.city.vancouver.bc.ca/)Resort Municipality of Whistler  (http://www.whistler.ca/) Canadian Olympic and Paralympic Committees (http://www.olympic.ca/EN/)
20. Contact information: Tenille Hoogland 613-949-7987

Department of Finance Canada

Table 10: 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: Financial Sector Policy
Start Date of the Horizontal Initiative:June 2000	End Date of the Horizontal Initiative:2009–10
Total Federal Funding Allocation (start to end date):$433,700 (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 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 was renamed the Proceeds of Crime (Money Laundering) and Terrorist Financing Act (PCMLTFA). The NICML is now known as Canada's Anti–Money Laundering and Anti–Terrorist Financing (AML/ATF) Regime. In December 2006, Bill C-25 amended the PCMLTFA to ensure that Canada's legislation remains consistent with international AML and ATF standards as set out by the Financial Action Task Force on Money Laundering (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 PCMLTFA.
Shared Outcome: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 AML/ATF Regime is a horizontal initiative comprising both funded and non-funded partners. The funded partners include the Department of Finance Canada, the Department of Justice Canada, the Public Prosecution Service of Canada, FINTRAC, the Canada Border Services Agency (CBSA)—Immigration and Customs, the Canada Revenue Agency (CRA), and the Royal Canadian Mounted Police (RCMP); non-funded partners include Public Safety Canada (PS), the Office of the Superintendent of Financial Institutions Canada (OSFI), and the Canadian Security Intelligence Service (CSIS). An interdepartmental Assistant Deputy Minister (ADM)–level group and working group, consisting of all partners and led by the Department of Finance Canada, direct and coordinate the government's efforts to combat money laundering and terrorist financing activities. In addition, a public-private sector advisory committee was established to facilitate input from the private sector participants in the AML/ATF Regime.

 

Federal Partners	Federal Partner Program Activity	Names of Programs for the Federal Partners		Total Allocation (from start to end date) (in thousands)	Planned Spending for 2007–08 (in thousands)	Actual Spending in 2007–08 (in thousands)	Expected Results for 2007–08		Results Achieved in 2007–08
Department of Finance Canada	Financial Sector Policy	Canada's Anti–Money Laundering and Anti–Terrorist Financing Regime		$3,000	$300	$296	1. Consultations with public and private sector stakeholders to refine regulatory proposals		1. Consultations with the public and private sectors are ongoing. A public-private sector advisory committee was established to facilitate discussions among private and public sector members of the Regime.
							2. Published regulations pursuant to the amended PCMLTFA		2. Three sets of regulations pursuant to Bill C-25 were published in final form over the course of FY 2007–08. These regulations enhance customer due diligence, record keeping, and reporting requirements for financial institutions and intermediaries; create a registration scheme for money services businesses; bring three new reporting sectors under the Regime; and create an administrative monetary penalties scheme.
							3. Finalizing of the FATF mutual evaluation of the AML/ATF Regime		3. The FATF finalized its evaluation of Canada's AML/ATF Regime and released its findings in February 2008.
							4. Effective oversight of Canada's AML/ATF Regime		4. The Department of Finance Canada continues to lead the Regime and make available avenues to address policy and operational issues to ensure Canada has an effective AML/ATF Regime.
							5. Support for the 2006–07 Canadian presidency of the FATF		5. Canada successfully concluded its one-year presidency of the FATF on June 30, 2007. During this time, six countries underwent assessment, membership of the FATF grew, and communications with the private sector were strengthened.
Department of Justice Canada (JUS)	The National Initiative to Combat Money Laundering	Canada's Anti–Money Laundering and Anti–Terrorist Financing Regime		$9,300	$100	$100	The Criminal Division of JUS plays a significant role in the regime. For 2007–08, it is anticipated that the Criminal Division will use the resources it receives to carry out work related to the FATF, including attending FATF-related international meetings, which will total five (5) over the relevant period. Attendance at the meetings is of particular importance during 2007, as Canada's AML/ATF Regime is being evaluated this year against the FATF's 40 and 9 Special Recommendations, and the presence of JUS is necessary to ensure proper discussions of the Canadian evaluation report. In addition, the Criminal Division will be the relevant authority to respond to all legal issues that develop out of that evaluation. Resources will also be allocated to ensure the Criminal Division's continued involvement in policy development relating to money laundering and terrorist financing. Finally, the Human Rights Law Section will receive money to deal with any ancillary constitutional issue raised during the prosecutions.		Canada's AML/ATF Regime was evaluated by the FATF, and Criminal Division counsel fully participated in all domestic discussions surrounding the evaluation report and attended two FATF meetings and an intercessional meeting with the evaluators. Division counsel attended a Caribbean Financial Action Task Force (CFATF) Plenary meeting, working with the Department of Finance Canada in preparatory and plenary meetings. Division counsel also participated as an FATF legal expert, as part of the FATF assessment team in an evaluation of Japan's Anti-Money Laundering and Combating the Financing of Terrorism Regime. In addition, the Criminal Division was the relevant authority to respond to all legal issues that develop out of the evaluation of Canada. Resources were also expended to ensure the Criminal Division's continued involvement in policy development relating to money laundering and terrorist financing. Finally, the Human Rights Law Section dealt with any ancillary constitutional issue raised during the prosecutions.
Public Prosecution Service of Canada (PPSC)	Addressing criminal issues to contribute to a safer world for Canada	Canada's Anti–Money Laundering and Anti–Terrorist Financing Regime		$6,900	$2,300	$2,000	PPSC plays a significant role in the Regime. For 2007–08, it is anticipated that information provided to law enforcement by FINTRAC will result in more prosecutorial legal advice's being provided to law enforcement. It will also result in additional charges' being laid for money laundering and terrorist financing offences and thus result in an increased workload for prosecutors. The PPSC also has responsibilities related to the PCMLTFA. The planned work includes applications for production orders, increases in border seizure and forfeiture work associated with suspected proceeds of crime, and prosecutions related to offences created within the PCMLTFA. In addition, resources will be used to provide training to law enforcement personnel and prosecutors and for the development and coordination of policy as it relates to money laundering and terrorist financing. Finally, PPSC personnel will carry out work related to the FATF, including attending the FATF international meeting.		For 2007–08, PPSC opened 51 files with, among other charges, a charge of either money laundering or a charge under the PCMLTFA. These 51 files contained 6 charges of money laundering and 62 charges under the PCMLTFA, for a total of 68 charges. In addition, Crown counsel worked on 83 carry-over files with, among other charges, a charge of either money laundering or a charge under the PCMLTFA. These files contained 16 charges under the PCMLTFA and 285 charges of money laundering, for a total of 301 charges. Over this time period, PPSC counsel also obtained 11 production orders under section 60 of the PCMLTFA.
FINTRAC	Collection, analysis, and dissemination of financial information	Canada's Anti–Money Laundering and Anti–Terrorist Financing Regime		$269,085	$38,595	$35,800	Technology-driven financial intelligence analysis and case disclosures that are widely used by law enforcement and intelligence agencies with a program that fosters compliance by the reporting entities Implementation of amendments contained in Bill C-25		FINTRAC continued to make case disclosures of financial intelligence to law enforcement agencies and national security agencies. The increasingly complex cases that were disclosed pinpointed new suspects and financial transactions and triggered new investigations or provided significant input to ongoing investigations or prosecutions. FINTRAC continued to expand ongoing compliance activities and outreach efforts, which include conducting over 370 presentations, meetings, and seminars with reporting entities and associations. Through macroanalysis of its case disclosures and the associated transaction reports, FINTRAC continued to gather valuable insights into suspected money laundering cases and suspected terrorist financing activity. By sharing strategic information, FINTRAC supported the work of policy makers, domestic partners in law enforcement and national security, the financial community, and international partners. FINTRAC also undertook to implement and integrate into its operations the changes resulting from Bill C-25. Among other actions, this included the development of a registration system for money service businesses, as well as an administrative monetary penalty regime designed to serve as a complementary tool to bring contraveners into compliance.
Canada Border Services Agency (CBSA)	Security	Canada's Anti–Money Laundering and Anti–Terrorist Financing Regime		$55,952	$7,525	$7,500	The CBSA is responsible for administering Part 2 of the PCMLTFA, "Reporting of Currency and Monetary Instruments." The Cross-Border Currency Reporting (CBCR) Program requires that travellers report the importation and exportation of currency and monetary instruments equal to or greater than CAD$10,000. Part 2 also provides for the enforcement element of the CBCR Program, which includes conducting searches, questioning individuals, and seizing non-reported or falsely reported currency and suspected proceeds of crime.		Since January 2003, the CBSA has assumed new responsibilities for administrating and enforcing Part 2 of the PCMLTFA. Under this legislation, all imported or exported currency or monetary instruments valued at more than CAD$10,000, must be reported to the CBSA. During 2007–08, the CBSA participated in more than 2,000 seizures under the PCMLTFA, the value of the seizures totalling over $39 million. Approximately $6 million of this total was forfeited to the Crown.
Canada Revenue Agency (CRA)	Special Enforcement Program	Canada's Anti–Money Laundering and Anti–Terrorist Financing Regime		$11,000	$2,200	$2,228	Projected number of audits is 105, with a projected federal tax recovery of $8,956,905		Total number of audits is 99 with a federal tax recovery of $11,304,163
RCMP—Money Laundering Units	Money Laundering Units	Canada's Anti–Money Laundering and Anti–Terrorist Financing Regime		$57,103	$7,117	$6,704	Enhanced national and international opportunities for the detection and investigation of money laundering activities Development of FINTRAC disclosures, as well as other intelligence, to a point where resources from Integrated Proceeds of Crime (IPOC) units or elsewhere in the RCMP could then be directed toward investigations in an effort to increase seizures Increased resource level in Canada's three major urban centres (Vancouver, Toronto, and Montreal) to help build up the investigative capacity in those centres to conduct investigations on leads related to Canada's AML/ATF Regime		The money laundering branch continues to investigate numerous opportunities for criminals to launder their illicit money both domestically and internationally. These include a report on Canada's casinos, e-currency, white label automatic teller machines (ATM), and pre-paid credit cards. The money laundering units continue to receive intelligence from a number of sources, which include FINTRAC disclosures and CBSA cross-border currency reporting information. The units are referring this intelligence over to the IPOC units where the intelligence received has contributed to ongoing investigations, prompted the commencement of new investigations, and provided information for potential future use. In 2007–08, IPOC units seized over 400 assets valued at $15,070,923. Resource levels have increased in Vancouver, Montreal, and Toronto. These money laundering units now have 10 investigators.
RCMP—Anti–Terrorist Financing Team (ATFT)	Anti–Terrorist Financing Units	Canada's Anti–Money Laundering and Anti–Terrorist Financing Regime		$21,360	$5,340	$3,258	Through the gathering and analysis of financial intelligence, the ATFT will focus on converting that intelligence into proactive investigations, thus enhancing the RCMP's ability to detect and deter terrorist financing activities.		The ATFT continues to provide support to seven project status investigations of terrorist financing across Canada, support to 15 various investigations, and assistance in response to other agencies' requests. ATFT continues to provide training to the RCMP and partner agencies. The RCMP and CRA jointly delivered four seminars on the use of the Charities Registration (Security Information) Act (CRSIA) legislation to field units in Ottawa, Halifax, Montreal, and Toronto. The RCMP, CSIS, and CRA have formed a working group to identify charities linked to terrorist financing and utilizing the "certification process" under the CRSIA. The RCMP assisted with drafting responses to the FATF evaluation of Canada completed in February 2008. The RCMP will continue to assist in FATF typology working groups on terrorism financing and proliferation. Representatives from ATFT recently returned from the CFATF Plenary held in Haiti in May 2008.
				Total $433,700	Total $63,477	Total $57,886
Comments on Variances RCMP—Anti–Terrorist Financing Team: The shortfall in the spending is due to the fact that six regular member positions have yet to be staffed. The field units are up to strength and are not experiencing any exceptional expenditures. Staffing of these vacancies is anticipated by September or October 2008.
Results to be Achieved by Non-Federal Partners (if applicable): Not applicable
18. Contact Information: Lynn Hemmings Chief, Financial Crimes Section, Phone: 613-992-0553			19. Approved by: Jeremy Rudin A/Assistant Deputy Minister, Financial Sector Policy Branch Phone: 613-992-5885					20. Date Approved: July 2008

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[1]     In addition to the transfer payments listed, Wait Times Reduction payments (Part V.1, Federal-Provincial Fiscal Arrangements Act) were made to a third-party trust fund on behalf of provinces and territories in 2004 for the 2004–05 to 2008–09 period and therefore were not identified as charges against the 2007–08 appropriations. Beginning in 2009–10, a Wait Times Reduction Transfer will provide annual cash transfers to provinces and territories until 2013–14, which will be reported starting in the 2009–10 Departmental Performance Report.

[2]      “Sustainable development” is a continually evolving concept based on the integration of social, economic, and environmental concerns. It may be achieved by, among other things, the following:

        (a) the integration of the environment and the economy;

        (b) protecting the health of Canadians;

        (c) protecting ecosystems;

        (d) meeting international obligations;

        (e) promoting equity;

        (f) an integrated approach to planning and making decisions that takes into account the environmental and natural resource costs of different economic options and the economic costs of different environmental and natural resource options;

        (g) preventing pollution; and

        (h) demonstrating respect for nature and the needs of future generations.

Department of Foreign Affairs and International Trade

Table 9.1: Horizontal Initiatives

1) Name of Horizontal Initiative: Global Peace and Security Fund (GPSF)
2) Name of Lead Department: Foreign Affairs and International Trade Canada			3) Lead Department Program Activity: International Security 1
4) Start Date of the Horizontal Initiative: Initiated October 3, 2005; operationalized September 18, 2006			5) End Date of the Horizontal Initiative: March 31, 2013
6) Total Federal Funding Allocation (start to end date): As per Table 8.19, overall DFAIT or lead partner spending to date totals $235.9 million, while horizontal funding to non-DFAIT entities (below) provides support to initiatives that fall outside of funding transferred at reference levels. GPSF funds are therefore not earmarked for other government departments or federal partners on an allocation basis. Planned spending levels to these entities reflect GPSF preparedness to respond to appeals in a given year, under umbrella arrangements, from the RCMP, CSC, etc.
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 RCMP, DND, CSC, 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 2007-2008, the GPSF entered into arrangements with several major implementing partners from the federal government. DFAIT’s contribution of $ 86.3 million was supplemented by $82.4 million in spending by partners for total spending of $ 168.7 million (see Column 15 below). Of particular note was support to peace operations in Sudan through the Canadian Commercial Corporation and the implementation of stabilization and reconstruction projects in Kandahar Province, Afghanistan.
8) Shared Outcome(s): Rapid, integrated and better-coordinated Canadian responses to international requirements for short- and medium-term conflict prevention, stabilization, peacebuilding and reconstruction; Improved Canadian contributions to the mitigation of natural disasters and complex emergencies and the restoration of peace, security, the rule of law and legitimate government in fragile states; and Expanded global and regional capacity for peace operations.
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 International Security Branch of DFAIT and is accountable to DFAIT, which is responsible for the financial, human and physical resource services for START.
10) Federal Partners Federal Partner Program Activity	11) Names of Programs for Federal Partners 2	12) Planned Spending for 2007- 2008 ($ millions)	13) Actual Spending for 2007- 2008 ($ millions)	14) Expected Results for 2007-2008	15) Results Achieved in 2007-2008
Foreign Affairs and International Trade Canada (DFAIT) International Security (Interim PAA, Diplomacy and Advocacy new PAA)	Global Peace and Security Program; Global Peace Operations Program; Glyn Berry Program for Peace and Security	89.0 3	86.3 3	Timely, coordinated and cost-effective whole-of-government responses to natural and human-made crises abroad	200 projects were funded through the GPSF, supporting conflict prevention, crisis response, post-conflict peacebuilding and stabilization initiatives
Royal Canadian Mounted Police (RCMP) PA 1: Federal and International Operations	Canadian Police Arrangement	11.4 4	5.8	Implementation of RCMP International Police Peacekeeping Projects	Supported the deployment of serving members to fragile states including Haiti, Afghanistan, etc.
Canadian International Development Agency (CIDA) PA 1: Geographic Programs	Peace Support Operations in Sudan	-	-	Support to Sudan AMIS	Support to Sudan AMIS
Canadian Commercial Corporation (CCC) PA: N/A	Peace Support Operations in Sudan	96.0	73.0	Logistical support to Sudan peace operations (AMIS/UNAMID)	Provided logistical support to Sudan peace operations (AMIS/UNAMID)
Correctional Service of Canada (CSC) PA 1: Correctional Interventions	Operations in Afghanistan and Stabilization and Reconstruction in Haiti	0.5	1.5	Support to the deployment of Correction Advisers to the PRT in Afghanistan	Supported the deployment of Correction Advisers to the PRT in Afghanistan
Department of Justice PA 1: Justice policies, laws and programs	Operations in Afghanistan and peacebuilding support in Sudan	0.7	-	Support for implementation of GPSF projects and START activities	Supported implementation of GPSF projects and START activities
Canada Border Services Agency (CBSA) PA 1: Security	Operations in Afghanistan (Pakistan-Afghanistan border); Canada’s support to the Middle East Peace Process; and Stabilization and Reconstruction in Haiti	0.7	-	Provision of technical assistance	Provided technical assistance
Department of National Defence (DND) PA 1: Contribute to Canada and the international community	Operations in Afghanistan	6.4	2.1	Support for implementation of projects in Kandahar Province	Supported implementation of projects in Kandahar
Totals: 5		204.7 3	168.7 3
16) Comments on Variances: Where significant variance exists between planned and actual disbursements, it is due to difficult programming environments, as the GPSF operates in crisis and fragile states. For example, programming through CBSA in support of the Middle East Peace Process had to be cancelled due to security concerns on the ground. Further, the level of spending of the GPSF through federal partners varies in response to the needs that are expressed by partner countries and multilateral agencies. As such, planned levels constitute notional estimates.
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.
18) Contact Information: Robert Derouin, Director General, START Secretariat, Foreign Affairs and International Trade Canada, Tel.: 613-665-6689, Fax: 613-944-5911, Email: robert.derouin@international.gc.ca

1. This program activity relates to DFAIT’s interim PAA, which was used for the 2007-2008 RPP. Under the current PAA, approved by Treasury Board on June 7, 2007, the program activity for this table is Diplomacy and Advocacy.
2. Names of Programs for Federal Partners refer to support to GPSF activities and do not necessarily reflect the name of a department’s official program. Often departments working with the GPSF do not have an official program name for this activity.
3. Includes grants.
4. This does not include funding transferred at reference levels. It is solely funding to cover incremental costs of the RCMP to deploy police officers in support of international peacekeeping operations.
5. Total Allocation (from start to end date) for Federal Partners not available.

Table 9.2: Horizontal Initiatives

1) Name of Horizontal Initiative: Enhanced Representation Initiative (ERI)
2) Name of Lead Department: Foreign Affairs and International Trade Canada			3) Lead Department Program Activity: Bilateral Relations and International Business Development 1
4) Start Date of the Horizontal Initiative: September 17, 2003			5) End Date of the Horizontal Initiative: March 31, 2008 2
6) Total Federal Funding Allocation (start to end date): $118.2 million
7) Description of the Horizontal Initiative (including funding agreement): The ERI was a partnership of seven federal departments and agencies. The ERI provided a coordinated and integrated approach and direction to managing and advancing Canada’s advocacy, trade, business development, science and technology, and investment interests in the United States. This was done through the collaboration of ERI partners and consultation with other federal government departments, the provinces and territories, and other stakeholders. The ERI partnership had oversight of a network of 43 U.S. points of contact, including consulates general, consulates, trade offices and honorary consuls.
8) Shared Outcomes: Outcomes reflected total Canadian government efforts respecting advocacy and business development with the United States set in the international economic environment. Specific outcomes were defined by the ERI’s Results-based Management and Accountability Framework (RMAF) Short-term Outcomes: Increased domestic engagement and coordination Raised awareness of: Canada-U.S. interdependence in North American security Canada-U.S. interdependence in the North American economy Canada-U.S. social differences Increased number of export-ready firms Raised awareness in the U.S. of: Investment opportunities in Canada Canadian technological capabilities Increased Canada-U.S. sharing of technologies Raised awareness of U.S. market opportunities for Canadian firms ERI partnership development Increased capacity for advocacy and business development in the U.S. Medium-term Outcomes: Appreciation of Canada-U.S. interdependence as reflected by: Canadian interests not adversely affected by U.S. legislation, policies, regulations or industry codes Improved settlement of joint Canada-U.S. issues Increased investment development Increased export development Increased commercialization of S&T in Canada Improved coherence of Canadian advocacy and business development interests in the U.S. Long-term Outcomes: Enhanced influence for Canada on key strategic issues Improved flow of people, goods and services across the Canada-U.S. border Increased business for Canada with the U.S.
9) Governance Structure: The ERI partnership was managed through a formal governance structure consisting of a Deputy Ministers Steering Committee, an Assistant Deputy Ministers Policy Committee, a Directors General Operations Committee and three director-level standing committees: Advocacy and Business Development, Communications and Human Resources. Day-to-day operations were managed by the ERI Secretariat, which was responsible to the ERI partnership, through the governance structure, for planning, implementing and evaluating the ERI’s annual action plan. The ERI Secretariat was accountable administratively to its host department, Foreign Affairs and International Trade Canada, which provided financial, human resources and physical resource services to the Secretariat.
10) Federal Partners Foreign Affairs and International Trade Canada (DFAIT) Agriculture and Agri-Food Canada (AAFC) Atlantic Canada Opportunities Agency (ACOA) Canada Economic Development for Quebec Regions Industry Canada (IC) National Research Council (NRC) Western Economic Diversification (WD)
11) Enhanced Representation Initiative Program Components	12) Total Allocation (from start to end date) ($ millions)	13) Planned Spending for 2007- 2008 ($ millions)	14) Actual Spending for 2007- 2008 ($ millions)	15) Expected Results for 2007-2008	16) Results Achieved in 2007-2008
(a) Representation	78.1	22.4	22.0	Complete staffing and infrastructure	Staffing complete except for 3 of 20 honorary consuls Staffing of ongoing vacancies through partnership process
(b) Advocacy and Business Development	26.7	10.4	9.6	"Whole of government" approach	Conducted activities for improved Canada-U.S. relations and increased U.S. opportunities for Canadian firms Utilized 92.3% of allocated funds
(c) Corporate / Governance	6.3	1.4	1.3	Improve governance by implementing formative evaluation recommendations	Implemented the accepted recommendations of the formative evaluation; supported the summative evaluation of the ERI, and led the formation of a partnership for the new North American Platform Program (NAPP) to succeed the ERI.
(d) Reserve / un-allocated	7.1	1.5	2.8
Totals:	118.2	35.7	35.7
17) Results Achieved by Non-Federal Partners (if applicable): N/A
18) Contact Information: Wolf Nowak, Manager, Strategic Planning and Analysis, North American Platform Program (NAPP),Tel.: 613-944-2715, Fax: 613-996-0560, Email: wolf.nowak@international.gc.ca

Department of Justice Canada

Table 6 Horizontal Initiatives

1. Name of Horizontal Initiative: National Anti-drug Strategy
2. Name of Lead Department(s): Department of Justice			3. Lead department Program Activity: Justice Canada Lead Role for the National Anti-Drug Strategy;Youth Justice Fund – Youth Justice Anti-drug Treatment Component; and Drug Treatment Courts
4. Start date of the horizontal initiative: 2007-08			5. End date of the horizontal initiative: 2011-12 and ongoing
6. Total Federal Funding Allocation (start to end date): : $598 million[1]
7. Description of the Horizontal Initiative (including funding agreement): The National Anti-Drug Strategy is built on the former Canada’s Drug Strategy, 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.
8) Shared Outcome(s): 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.
9) Governance Structure(s): The governance structure of the Strategy consists of an Assistant Deputy Minister Steering Committee and working groups on policy and performance, prevention and treatment, enforcement, and communications. The governance structure is supported by the Strategic Initiative Unit of the Department of Justice Canada. The Assistant Deputy Minister Steering Committee (ADMSC), which is chaired by the Department of Justice Canada, oversees the implementation of the Strategy, making decisions necessary to advance the initiative, where required, and ensuring appropriate and timely outcomes for the initiative and accountability in the expenditure of initiative resources.  The ADMSC prepares questions for the consideration of Deputy Ministers, where appropriate. The Prevention and Treatment Working Group, chaired by Health Canada, oversees the development and implementation of the Prevention and Treatment Action Plans. The Enforcement Working Group, chaired by the Department of Public Safety Canada, oversees the development and implementation of the Enforcement Action Plan. The Policy and Performance Working Group, chaired by the Department of Justice Canada, oversees the development and articulation of 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.
10) Federal Partners	11. Federal Partner Program Activity	12. Names of Programs for Federal Partners	13. Total Allocation (from start to end date)	14. Planned Spending for 2007–08	15. Actual Spending for 2008–09	16. Expected Results for 2007-2008	17. Results Achieved in 2007-2008
1. Department of Justice	A1	a. Justice Canada Lead Role for the National Anti-Drug Strategy	$3.3M	$660,207	$568,388	Effective leadership of the federal response to concerns around illicit drug prevention, treatment and enforcement through: •  Assuming overarching responsibility for policy and coordination; •  Establishing and maintaining a NADS Governance Structure; •  Assuming the lead for and coordination of all NADS communications activities; • Taking lead responsibility for accountability – evaluation and performance reporting.	•  Coordinated and contributed to 4 Memoranda to Cabinet which received policy approval in February- March 2007; •  Established the Governance Structure for the NADS; •  Coordinated the 3 NADS TB Submissions that were approved by the Board in September 2007; •  Developed and negotiated all partner participation in and agreement to a Results-based Management and Accountability Framework (RMAF) that was submitted to Treasury Board at the end of March 2008; •  Played a leadership role in the policy and performance of the Strategy through the ADM-level Steering Committee and the Policy and Performance Working Group of the Governance Structure; •  Provided leadership and overall coordination of all communications activities, including the development and maintenance of the NADS website.
		b. Drug Treatment Courts (Treatment Action Plan)	$16.2M	$3.9M	$1.9M	New Drug Treatment Courts operational and reporting as required as per funding agreements	Annual workplans and progress reports that are consistent with the DTC Funding Program objectives were received.
		c. Youth Justice Fund - Youth Justice Anti-drug Treatment Component (Treatment Action Plan)	$6.9M	$500,000	$259,708	To fund projects on Treatment Services and Program Enhancements To enhance capacity to plan/deliver a range of treatment services & programs to targeted populations	A total of 9 proposals were received in 2007-2008. 3 projects funded by the end of the fiscal year (2 completed and 1 on-going as at March 31-08) 4 will be funded in 2008-2009 Of the 3 funded projects, all targeted youth in conflict with the law dealing with illicit drug use issues; all 3 projects enhanced capacity through training and/or research and 1 project provided treatment through a pilot program.
2. Health Canada	N/A	a. Mass Media Campaign (Prevention Action Plan)	$29.8 M	4.0M	$4.8M	Increased awareness and understanding of illicit drugs and their negative consequences	Radio, print and web advertisements were developed and disseminated to parents.  Tips and tools for parents were also made available at www.drugprevention.gc.ca and in the Talking with Your Teen about Drugs booklet.
	3.4	b. Drug Strategy Community Initiatives Fund (DSCIF) (Prevention Action Plan)	$78.0M	$11.97M[2]	$10.2M	Increased awareness and understanding of illicit drugs and their negative consequences Enhanced uptake of knowledge in communities to address illicit drug sue and its negative consequences	In 2007/08, Health Canada provided $2.920M in funding for national projects and $3.705M in funding for regional projects. A new DSCIF call for proposals addressing NADS objectives, closed in February 2008. A total of 299 proposals were received for consideration.
		c. Drug Treatment Funding Program (DTFP) (Treatment Action Plan)	$124.7M	$18.0M	$14.1M	Improved collaboration on responses and knowledge of treatment issues Enhanced capacity to plan/deliver a range of treatment services and programs to targeted populations Enhanced F/P/T commitments to improve treatment systems in targeted areas of need	In 2007/08, consultations were held with provinces and territories to finalize the Drug Treatment Funding Program (DTFP) design. Developmental funding in the amount of $85,000 was provided to 2 provinces to undertake a situational analysis describing the current “state of affairs” in relation to the implementation of evidence-informed practices and performance measurement and evaluation activities. As well, discussions were held with the BC Ministry of Health and Vancouver Coastal Health Authority regarding options for new treatment interventions for drug addicted people living in the Downtown Eastside, in particular women engaged in the sex trade.
	4.1.1.2	d. National Native Alcohol and Drug Abuse Program (NNADAP) (Treatment Action Plan)	$36.0M	$2.4M[3]	$2.2M[4]	Enhanced capacity to plan/deliver a range of treatment services and programs to targeted populations	In 2007/08, FNIHB initiated a number of activities to prepare the groundwork for additional NADS investments in 2008/09.  These investments included: establishing a national certification process; enhancing and expanding opportunities for certified, evidence-based training; initiating work on an addictions information data system; producing a detailed report on workforce issues that will help shape future investments.
	3.4	e. Office of Controlled Substances (Enforcement Action Plan)	$12.8 M	$1.6M	$1.6M	Increased capacity to control and monitor controlled substances and precursor chemicals	The Office of Controlled Substances (OCS) continued to expand and develop the inspection program for precursor chemicals. Two new inspectors were hired in Alberta and four in Ontario.  Seventy-five inspections were conducted; these comprised of inspections of dealers licensed under the Precursor Control Regulations as well as some pre-license inspections and a small number of targeted inspections under the Narcotic Control Regulations.  Development of tools and processes continues in order to create the appropriate structure for a further expanded inspection program
		f. Drug Analysis Services (Enforcement Action Plan)	$ 49.2 M[5] $ 3.4 M[6]	$8.0M	$9.0M	Increased capacity to gather, analyze/share intelligence and analyze data Increased awareness of illicit drug and precursor chemical issues for enforcement	Drug Analysis Services (DAS) Laboratories received more than 107,000 exhibits and issued more than 124,000 certificates of analysis.  Although the average time to analyze exhibits exceeded the performance target (60 days), all received exhibits that indicated a court date were analyzed and reported before that date.  The Destruction Unit processed more than 113,000 requests for authorization to destroy seized controlled substances.  In the administration of Part III Sections 24 (4) to 29 of the CDSA, Health Canada reimburses police services destruction costs. New procedures have been put in place for the reimbursement of these costs. At this time, it is difficult to project the long term impact of these procedures but an increase in claims for reimbursements has been seen.
3. Canadian Institutes of Health Research	1.2.6	Research on Drug Treatment Model (Treatment Action Plan)	$4.0 M	$100,000	$34,446	Increased awareness and understanding of illicit drugs and their negative consequences	On November 8 and 9, 2007, the CIHR Institute of Neurosciences, Mental Health and Addiction held a Consultation Workshop to identify research priorities related to addiction treatment for illicit drug use.  Addiction experts, health professionals and potential partners were invited to the consultation funded by NADS. The priorities established during the consultation constituted the base of two Requests for applications (RFAs).  RFAs were posted on the CIHR web site in April 2008.
4. Department of Public Safety Canada	5	a. Crime Prevention Funding and Programming (Prevention Action Plan)	$20.0M	$2.0M	$830,013	Enhanced support for targeted at-risk populations. Enhanced knowledge in communities to address illicit drug use and its negative consequences.	Funded projects are only in the early implementation stage and it is premature to outline firm results or outcomes. The six projects which have been approved for funding thus far implicate individuals and communities in British Columbia, Ontario and Atlantic Canada.  They aim to engage youth-at-risk of becoming involved in substance abuse-related crime in programs which help them acquire employment, interpersonal and other pro-social skills which contribute to reduction in risks factors.  These projects respond to priorities of the National Crime Prevention Centre by addressing substance use among youth and/or Aboriginal people. An additional 21 projects have been developed and are being reviewed.
	3	b. National Coordination of Efforts to Improve Intelligence, Knowledge, Management, Research, Evaluation (Enforcement Action Plan)	$4.0M	$800,000	$586,000	Safer Communities and more effective policing through strategic national law enforcement policies	Led, coordinated and drafted NADS TB Submission with enforcement action plan partners.  Coordinated the 2007 Canada-U.S. Border Drug Threats Assessment and drafted the Canada Drug Policy Section.  Extensive participation in developing the NADS RMAF.  Coordinating sections of the annual report on national drug trends for submission to the UN. Participation in FPT policy forums (CCSO impaired driving and drug issues groups), and international policy forums including the UN Commission on Narcotic Drugs and the Inter-American Drug Abuse Control Commission. Funded 8 projects for research, knowledge and information exchange.
5. Royal Canadian Mounted Police	1.1.2.7	a. Drugs and Organized Crime Awareness Service (DOCAS) (Prevention Action Plan)	$15.1 M	$3.0 M	$1.8M	Increased awareness of the nature, extent and consequences of substance use/abuse within the school, and Aboriginal communities and among youth, professionals and the general public. Improved skills / competencies in the delivery of programs	The RCMP continued to engage youth and communities with prevention programming aimed at providing information on the negative consequences of drug use and risky behaviours. Also, DOCAS aims to provide awareness services for other agencies who may deal with issues related to illicit drug use or abuse. For 2007/2008, this included the following programs: D.A.R.E., Drugs and Kids, Drug Awareness Officer Training (DOAT). Efforts are also underway to improve the programming material for Aboriginal Shield.
	3.5.2	b. National Youth Intervention and Diversion Program (Treatment Action Plan)	$3.6M	$410,276	$208,681	To establish a team and a workplan for the program	Hired 3 full-time employees to start up the program Developed a comprehensive draft five-year work plan Organized and/or participated in 30 consultations
	1.1.2.7	c. The RCMP Drug Enforcement Program (Enforcement Action Plan	$91.4M	$12.6M[7]	$10.9M	Improved understanding and knowledge of drugs, related trends, and production and diversion methods Enhanced ability to detect and respond to the supply of illicit drugs and harmful substances	Undertook an initiative to train the Marihuana Grow Operation teams to respond in an ancillary role of Clandestine Drug Laboratory responders. This initiative was successfully completed with the majority of current members of the MGO Teams being cross-trained in Clan Lab qualifications.  The newly trained members help create a synergistic partnership between the two teams, and target efforts in the prevention of chemical diversion and synthetic drug production. This practice will continue from this point forward, as Divisions have recognized the benefits of having an increased pool of experts in the area of safely investigating and dismantling dangerous labs, in the event of an emergency. Has led to a total 18 officers were trained in 2007/2008. Funding under the National Anti-Drug Strategy was allocated to Divisions to enhance their Marihuana Grow Operation (MGO) Teams and Clandestine Laboratory Teams. The addition of new members allowed for greater targeting of efforts on larger grow operations, as well as emerging ‘super labs’. There were 138 MGO seizures, and 22 Clandestine Laboratory seizures made in 2007/2008. For MGOs, this resulted in the seizure of 95,924 plants, and 1,202 kg of marihuana bud seized as part of these disruptions. For Clan labs, over 90 kg of methamphetamine and 95 kg of MDMA were seized as part of these disruptions.
6. Correctional Service Canada	3.0	Case Preparation and Supervision (Enforcement Action Plan)	$23.3 M[8]	$0	$0	N/A	N/A
7. National Parole Board of Canada		Conditional Release and Pardon Decisions (Enforcement Action Plan)	$7.5 M[9]	$0	$0	N/A	N/A
8. Office of the Director of Public Prosecutions	1.1	a. Prosecution and prosecution -related services	$9.9 M[10]	$0	$0	N/A	N/A
		b. Prosecution of serious drug offences under the CDSA (Enforcement Action Plan)	$33.5 M[11]	$0	$0	N/A	N/A
9. Canada Border Services Agency	PA 1	Border Intelligence, Precursor Chemical Diversion, Analysis and Scientific Services (Enforcement Action Plan)	$12.7 M	$1.5 M	$888,639	Commence implementation and hiring of staff.  For the CBSA, the reporting period for the NADS is from September 2007, (the commencement of the Strategy), to March 31, 2008.	Funding released to the Regional offices, hiring processes commenced and where applicable, fractional resources were combined based on regional needs analysis and to address gaps/pressures.
10. Department of Foreign Affairs and International Trade	1.2	Annual Contributions to UNODC and CICAD (Enforcement Action Plan)	$4.5 M	$900,000	$900,000	Enhanced capacity of Member States to implement combat crime and drugs through implementation of key international instruments, and delivery of technical assistance.	DFAIT successfully managed projects involving training, equipment, technical and legal expertise resulting in increased capacity of beneficiary states and government entities to prevent and combat international crime and drugs.  Capacity building activities addressed both the supply of, and demand for, illicit drugs and also responded to Canadian policy priorities.
11. Canada Revenue Agency	42400	Special Enforcement Program (Enforcement Action Plan)	$4.2 M	$825,019	$290,000	Increased capacity to audit MGOs and clandestine laboratories	With the additional funding from the Strategy, 44 audits were started in 2007/08. Of these, 25 were completed, resulting in $1.2 M in taxes.
12. Public Works and Government Services Canada	01	Forensic Accounting Management Group (FAMG) (Enforcement Action Plan)	$1.6 M	$200,000	$200,000	Increased capacity to provide forensic accounting services	One full-time employee was hired.  FAMG provided forensic accounting analysis for 3 RCMP projects related to the Strategy.
13. Financial Transactions and analysis Centre of Canada	4881	Financial Transactions and Reports Analysis Centre of Canada (Enforcement Action Plan)	$2.5 M	$268,000	$78,250	Enhanced support to Law enforcement Development of financial intelligence Ensuring compliance in high-risk reporting sectors	FINTRAC's involvement in the NADS for 2007-2008 has allowed the Centre to augment its capacity to communicate with its law enforcement and intelligence partners through its Liaison Officers' work. FINTRAC also augmented its capacity to analyze the information it receives and to create financial intelligence that is potentially relevant to drug-related cases, with the addition of one FTE dedicated specifically to NADS in the last quarter of 2007-2008. This increase in capacity is the foundation for the work that will support additional case disclosures and intelligence products by FINTRAC
			Total $598M	Total $73.6M	Total $61.3M
18. Comments on Variances 1.a Justice - Justice Canada Lead Role for the National Anti-Drug Strategy The funding was not fully utilized due to the late arrival of the funds, and also the complexity of the transition of the leadership role from Health Canada to Justice and the need to develop capacity within Justice to support the leadership role. 1.b Justice - Drug Treatment Courts of Justice: There are still claims outstanding for this time frame. 1.c Justice - Youth Justice Fund - Youth Justice Anti-drug Treatment Component: The short time frame (October-March, 2007) impacted the number of proposals received and projects approved.  Funding criteria was established and a call for proposals sent to Provincial/Territorial representatives, but there was slow uptake on the funding.  The short time frame also impacted the number of proposal reviews and agreement negotiations which could take place within the time frame.  The G's and C's allocation was $375 K and projects of a value of $166.7 K were funded over the time frame.  2.a Health Canada - mass media campaign Television campaign for parents was added to parent component.  Funding came from Branch surplus. 2.c Health Canada - Drug Treatment Funding Program Delay in the announcement of DTFP resulted in lapsed funds in 2007/08. 2.f Health Canada - Drug Analysis Services DAS has been in a chronic deficit since before 2000.  This is funded through internal reallocation. 3. Canadian Institutes of Health Research - Research on Drug Treatment Model Actual spending was less than the allocation due to the timing of the NADS announcement and the amount of time it requires to prepare and issue RFAs. 4.a Department of Public Safety Canada- Crime Prevention Funding and Programming The timing of NADS did not coincide well with our call for “Letters of Interest/proposals”, and so most projects were already in development, leaving little opportunity to turn these into NADS projects.  We did identify a certain number of proposals as NADS projects which in fact began their application process prior to 07/08, but most of these projects were for relatively small amounts of funding, meaning we fell short of our financial commitment, notwithstanding that we actually funded more projects than anticipated. 4.b Department of Public Safety Canada - National Coordination of Efforts to Improve Intelligence, Knowledge, Management, Research, Evaluation As NADS funding was received late in fiscal year 2007-2008, there was insufficient time to complete staffing actions, resulting in lapsed funds equivalent to 1 FTE. 5.a RCMP - Drugs and Organized Crime Awareness Service Actual spending was less than the allocation as a result of the re-orientation of the DOCAS program, and postponement of the Aboriginal Shield Initiative, which updated its programming material to reflect a broader range of Aboriginal cultures (i.e., Métis, Inuit).  Remaining funds that were allocated were returned to Treasury Board for the 2007/2008 fiscal year.      5.b RCMP - National Youth Intervention and Diversion Program (NYIDP) Overall, the NYIDP’s actual spending for FY 2007-08 was approximately fifty percent (50%) of the planned spending, which is largely due to the fact that this was the start-up year for the program.   The Director and Manager were hired in the 3rd quarter of the fiscal year; therefore, their salaries do not cover the entire fiscal year as originally calculated in the planned spending. The delays in having employees physically on-site delayed the overall development/implementation schedule for the NYIDP and, therefore, also impacted the operating expenditures. 5.c RCMP - The RCMP Drug Enforcement Program Actual spending was less than the allocation as a result of funding for the Strategy rolling out in November 2007, and the amount of time required to fulfill human resource plans for additional trained officers.  Funding for 2007/2008 has been allocated to the requisite Divisions, and processes are underway to staff these positions. 9. Canada Border Services Agency - Border Intelligence, Precursor Chemical Diversion, Analysis and Scientific Services The September 2007 implementation had a significant impact on the CBSA expenditures for the first year of the National Anti-Drug Strategy. Consequently, in 2007/2008 the CBSA was not able to utilize resources to their full extent (for example, procurement delays). 11. Special Enforcement Program of Canada Revenue Agency The funding was received by the CRA in November 2007. It was not fully utilized because there was only five months to expend it and the majority of the funds are being spent on personnel costs. 13. Financial Transactions and Reports Analysis Centre of Canada The funding was not fully utilized as it was received by the FINTRAC only in March of 2008.
19. Results to be Achieved by Non-federal Partners (if applicable): n/a:
20. Contact Information Catherine Latimer  General Counsel and Director General Youth Justice, and Strategic Initiatives & Law Reform (613) 957-9623 clatimer@justice.gc.ca

[1] It includes funding to implement MMPs for serious drug offences, which is held in a frozen allotment, to be released subject to the proposed legislation receiving Royal Assent.

[2] Original allocation as per RMAF is $15.7M. Variance due to reallocation of $1.79M in contribution dollars to 2008/09, the $1billion reduction exercise conducted in 2005/06 and lapsed funds.

[3] The original allocation of $3.2M for 2007/08 was re-profiled to future program years.

[4] This figure does not include accommodation, EBP and Branch fees.

Environment Canada

Horizontal Initiatives

Horizontal Initiative:	Canadian Group on Earth Observations (CGEO)
Lead Department:	Environment Canada
Lead Department Program Activity:	Canadians are informed of, and respond appropriately to, current and predicted environmental conditions.
Start Date: July 2003	End Date: Ongoing
Total Funding Allocated: No new funds - annual multi-departmental contributions
Description: Interdepartmental secretariat established to coordinate Canada's participation in the international intergovernmental Group on Earth Observations (GEO) and advance coordinated, comprehensive and sustained Earth observations in Canada. Funded through annual interdepartmental transfers and in-kind contributions.
Shared Outcomes: 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
Governance Structure : Assistant Deputy Ministers' Steering Committee (Chair: Assistant Deputy Minister for the Meteorological Service of Canada) Directors Generals' Interdepartmental Coordination Committee Canadian Group on Earth Observations Secretariat

Federal Partners Involved in Each Program	Federal Partner Program Activity	Name of Programs of Federal Partner	Total Approved	Planned Spending for 2007-2008	Actual Spending for 2007-2008	Expected Results for 2007-2008	Results Achieved in 2007-2008
Environment Canada	Canadians are informed of, and respond appropriately to, current and predicted environmental conditions. Canadian Group on Earth Observations established to: a) coordinate Canada's participation in the intergovernmental Group on Earth Observations (GEO), b) advance coordinated, comprehensive and sustained Earth observations in Canada. Transfers and in-kind contributions: a small interdepartmental Secretariat is funded through annual inter-departmental transfers and in-kind contributions.	Weather and Environmental Monitoring	Not available	220 salary 110 O&M 38 G&C 25 in-kind	228.2 salary 137.2 O&M 38 G&C 23.5 in-kind	The Global Earth Observation System of Systems (GEOSS) leverages interdepartmental and global partnerships and efforts in science, monitoring, prediction and service to improve access to Earth observations for better-informed decisions leading to societal benefits for all Canadians.	- GEO Ministerial Summit Cape Town Accord approved by Minister of the Environment - Canada provided international leadership in preparation of GEO Report on Progress to the Earth Observation Ministerial Summit - active interdepartmental engagement in preparation for GEO Plenary and Ministerial Summit in Cape Town - interdepartmental team engaged to initiate the development of the Federal Earth Observation Strategy - progress made with CGEO working committees (Soil Moisture Way Forward proposal prepared, Communities of Practice active) - CGEO actively engaged in GEOSS in the Americas - bilateral activities with the United States - active participation of Canadian experts in GEO tasks and activities, committees, working groups and task forces
Natural Resources Canada	Canadian Group on Earth Observations	Earth Sciences Sector	Not available		20 direct 23.8 in-kind		as above
	Canadian Group on Earth Observations	Canadian Forest Service	Not available				as above
Agriculture and Agri-Food Canada	Canadian Group on Earth Observations	Science and Technology	Not available		20		as above
	Canadian Group on Earth Observations	National Land and Water Information Service	Not available		20		as above
Canadian Space Agency	Canadian Group on Earth Observations	Earth Observations	Not available				as above
Fisheries and Oceans Canada	Canadian Group on Earth Observations	Science and Technology	Not available		15 in-kind		as above
Health Canada	Canadian Group on Earth Observations	Radiation	Not available				as above
Statistics Canada	Canadian Group on Earth Observations	Agriculture	Not available				as above
Foreign Affairs and International Trade Canada	Canadian Group on Earth Observations	Environment	Not available		50 G&C		as above
TOTAL					575.7
Comments on variances:
Results to be achieved by non-federal partners: Not applicable
Contact information: Kenneth Korporal, Coordinator, Canadian Group on Earth Observations Secretariat, 373 Sussex Dr. , Ottawa, ON K1A 0H3 613-995-2466

Horizontal Initiative:	An Accelerated Action Plan for Federal Contaminated Sites - FCSAAP (Succeeded by the Federal Contaminated Sites Action Plan (FCSAP), approved March 2005)
Lead Department:	Environment Canada and Treasury Board of Canada Secretariat
Lead Department Program Activity:	Risks to Canadians, their health and their environment posed by toxic and other harmful substances are reduced (EC); Management Policy Development and Oversight (TBS)
Start Date: April 1, 2003 (FCSAP in effect since April 2005)	End Date: FCSAAP funding to March 31, 2008. Replaced by FCSAP in April 2005, which is expected to be 12 to 15 years. Currently, funding has been approved until March 31, 2010.
Total Funding Allocated (FCSAAP and FCSAP): $1,629.1 million
Description: The Federal Contaminated Sites Accelerated Action Plan (FCSAAP) and its successor program, the Federal Contaminated Sites Action Plan (FCSAP), provide 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.
Shared Outcomes: 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.
Governance Structure for FCSAAP and its successor program, FCSAP: Federal Contaminated Sites Assistant Deputy Ministers Steering Committee is supported by the Contaminated Sites Management Working Group (CSMWG) and the FCSAP Secretariat (Environment Canada), which provides overall program coordination.

Federal Partners Involved in Each Program	Federal Partner Program Activity	Name of Programs of Federal Partner	Total Approved (2003-2010) *	Total Available Funding for 2007-2008**	Actual Spending for 2007-2008***	Expected Results for 2007-2008	Results Achieved in 2007-2008***
Agriculture and Agri-Food Canada	Enterprise Activities	Asset Management	$3,446,249	$1,476,000	$1,128,400	Remediation and risk management for 1 project (1 site) Assessment of approximately 37 sites	Rem/RM Activities Underway/On-Going (1 site) Assessment Completed: Requires no further action (13 sites) Assessment Completed: Requires remediation/RM (3 sites) Partially Assessed (20 sites)
Canada Border Services Agency	Corporate Management and Direction	Infrastructure and Environment	$1,363,040	$341,360	$327,098	Remediation and risk management for 2 projects (2 sites)	Rem/RM completed (1 site) Rem/RM Activities Underway/On-Going (1 site)
Canadian Food Inspection Agency	N/A	N/A	$183,783	$0	$0	Not applicable	Not applicable
Correctional Service Canada	Internal Services	Facilities/Asset Management Services	$2,165,850	$1,157,677	$70,070	Remediation and risk management for 2 projects (2 sites)	Rem/RM Plans Completed and Awaiting Implementation (2 sites)
Environment Canada (includes Projects, Expert Support, and FCSAP Secretariat)	Risks to Canadians, their health and their environment posed by toxic and other harmful substances are reduced	Risks to Canadians, their health and their environment posed by toxic and other harmful substances are assessed Risks to Canadians and impacts on the environment posed by toxic and other harmful substances are managed	$83,133,187	$16,448,793	$7,614,818	Projects Remediation and risk management for 8 projects (174 sites) Assessment of approximately 216 sites Expert Support Provision of scientific and technical advice to custodial departments with respect to the ecological risk evaluation of federal contaminated sites Provision of ecological risk assessment training and guidance Secretariat Supports the Assistant Deputy Ministers Steering committee and CSMWG, administers non-financial aspects of the program including management of project selection process, and development and maintenance of secure website and reporting	Projects Rem/RM Completed (75 sites) Rem/RM Activities Underway/On-Going (279 sites) Rem/RM Plans Completed and Awaiting Implementation (5 sites) Rem/RM Plans Under Development (6 sites) Assessment Completed: Requires no further action (114 sites) Assessment Completed: Requires remediation/RM (56 sites) Partially Assessed (30 sites) Expert Support Continued development/revision of guidance materials prepared for the benefit of custodians, practitioners and other regulatory agencies. Conducted site visits and peer reviews of remediation/risk management projects reports as requested by custodians and during the FCSAP project submission period. Developed and delivered new training courses Participated in technical review committees, workshops and symposia related to contaminated sites management within Canada. Secretariat Provided ongoing advice and guidance related to the FCSAP program to custodians as required. Continued development of IDEA and associated training in support of the project submission process and annual program reporting. The infrastructure underlying this critical application was also significantly upgraded. Coordinated and managed the annual FCSAP reporting exercise, and the 2008 project selection process Finalized the 2007 FCSAP TB submission and developed the 2008 submission. Planned and co-chaired six CSMWG meetings and also coordinated one ADM steering committee meeting. Participated in the development, review, and approval processes related to the Federal Contaminated Sites web portal. Revised existing program guidance materials and developed new ones, including the FCSAP Manual.
Fisheries and Oceans Canada (includes Projects and Expert Support)	Canadian Coast Guard	Aids and Waterways Services Marine Communications and Traffic Services	$61,633,865	$17,168,801	$11,007,766	Projects Remediation and risk management for 91 projects (130 sites) Assessment of approximately 335 sites Expert Support Provision of scientific and technical advice to custodial departments with respect to the risk management of federal contaminated sites Participation in the project submission process including review of information provided by departments and provision of fish habitat portion of ecological risk evaluation score	Projects Rem/RM Completed (45 sites) Rem/RM Activities Underway/On-Going (72 sites) Rem/RM Plans Completed and Awaiting Implementation (22 sites) Rem/RM Plans Under Development (90 sites) Assessment Completed: Requires no further action (178 sites) Assessment Completed: Requires remediation/RM (140 sites) Partially Assessed (298 sites) Expert Support Provided advice and support to custodians related to fish habitat at contaminated sites Conducted site visits and peer reviews of remediation/risk management projects reports as requested by custodians and during the FCSAP project submission period. Participation in technical review committees, workshops and symposia related to contaminated sites management within Canada.
	Small Craft Harbours	Maintenance
	Program Enablers	Corporate Services
Health Canada (includes Projects and Expert Support)	First Nations and Inuit Health	First Nations and Inuit Health Protection	$44,539,133	$8,154,451	$7,342,885	Projects Remediation and risk management for 10 projects (10 sites) Assessment of 5 sites Expert Support Provision of scientific and technical advice to custodial departments with respect to the human health risk management of federal contaminated sites Provision of human health risk assessment training and guidance Participation in the project submission process including review of human health related information provided by departments and provision of human health risk score	Projects Rem/RM Completed (1 site) Rem/RM Activities Underway/On-Going (5 sites) Rem/RM Plans Completed and Awaiting Implementation (4 sites) Assessment Completed: Requires no further action (1 site) Assessment Completed: Requires remediation/RM (10 sites) Expert Support Continued development and update of guidance documents prepared for the benefit of custodians, practitioners and other regulatory agencies. Funded and participated in workshops and symposia with the goal of advancing the science of risk assessment in Canada.
Indian and Northern Affairs Canada	Responsible Federal Stewardship Northern Land and Resources	Contaminated Sites Remediation Contaminated Sites	$581,440,542	$117,487,455	$ 89,497,481	Northern Affairs Remediation and risk management for 28 projects (28 sites) Assessment of approximately 39 sites Indian and Inuit Affairs Remediation and risk management at 33 projects (47 sites) Assessment of approximately 1,042 sites	Northern Affairs Rem/RM Completed (3 sites) Rem/RM Activities Underway/On-Going (9 sites) Rem/RM Plans Completed and Awaiting Implementation (5 sites) Rem/RM Plans Under Development (17 sites) Assessment Completed: Requires no further action (4 sites) Assessment Completed: Requires remediation/RM (2 sites) Partially Assessed (116 sites) Indian and Inuit Affairs Rem/RM Completed (12 sites) Rem/RM Activities Underway/On-Going (28 sites) Rem/RM Plans Completed and Awaiting Implementation (8 sites) Rem/RM Plans Under Development (25 sites) Assessment Completed: Requires no further action (270 sites) Assessment Completed: Requires remediation/RM (49 sites) Partially Assessed (273 sites)
Jacques Cartier and Champlain Bridges Incorporated	Management of federal bridge, highway and tunnel infrastructure, and properties in the Montreal area	N/A	$382,000	$92,000	$0	Remediation and risk management for 1 project (1 site)	Rem/RM Activities Underway/On-Going (1 site)
National Defence	Contribute to Canada and the international community	Contribute to the international community in accordance with Canadian Interests and Values	$342,801,458	$57,514,473	$48,795,469	Remediation and risk management for 48 projects (66 sites) Assessment of approximately 164 sites	Rem/RM Completed (6 site) Rem/RM Activities Underway/On-Going (44 sites) Rem/RM Plans Completed and Awaiting Implementation (7 sites) Rem/RM Plans Under Development (56 sites) Assessment Completed: Requires no further action (36 sites) Assessment Completed: Requires remediation/RM (45 sites) Partially Assessed (86 sites)
Natural Resources Canada	Corporate Management	The provision of relevant and timely policy analysis and advice for decision-making on government priorities and departmental responsibilities	$1,257,000	$325,810	$35,428	Assessment of 6 sites	Assessment Completed: Requires no further action (4 sites) Partially Assessed (2 sites)
National Capital Commission	Real Asset Management	Land and real asset management	$1,551,452	$801,670	$758,633	Remediation and risk management for 2 projects (2 sites) Assessment of 69 sites	Rem/RM Activities Underway/On-Going (2 sites) Assessment Completed: Requires no further action (5 sites) Assessment Completed: Requires remediation/RM (2 sites) Partially Assessed (60 sites)
Parks Canada	Conserve Heritage Resources	Active Management and Restoration	$8,929,060	$3,937,491	$2,827,811	Remediation and risk management for 10 projects (12 sites) Assessment of approximately 34 sites	Rem/RM Completed (6 sites) Rem/RM Activities Underway/On-Going (4 sites) Rem/RM Plans Completed and Awaiting Implementation (1 site) Rem/RM Plans Under Development (3 sites) Assessment Completed: Requires no further action (2 sites) Assessment Completed: Requires remediation/RM (19 sites) Partially Assessed (38 sites)
Public Works and Government Services Canada (includes Projects and Expert Support)	Federal Accommodation & Holdings	FCSAP (projects) or FCSAP (expert services)	$19,002,194	$5,196,225	$3,951,461	Projects Remediation and risk management at 16 projects (18 sites) Assessment of approximately 23 sites Expert Support Development of project management tools, dissemination of information on innovative technologies and technologies used at individual projects	Projects Rem/RM Completed (8 sites) Rem/RM Activities Underway/On-Going (13 sites) Rem/RM Plans Under Development (1 site) Assessment Completed: Requires no further action (2 sites) Assessment Completed: Requires remediation/RM (16 sites) Partially Assessed (9 sites) Expert Support Developed project management tools Provided information on innovative technologies and technologies used at individual projects Participated in contaminated sites workshops
Royal Canadian Mounted Police	Corporate Infrastructure		$12,334,580	$5,429,100	$3,273,168	Remediation and risk management for 12 projects (13 sites) Assessment of approximately 371 sites	Rem/RM Completed (2 sites) Rem/RM Activities Underway/On-Going (7 sites) Rem/RM Plans Under Development (4 sites) Assessment Completed: Requires no further action (327 sites) Assessment Completed: Requires remediation/RM (3 sites) Partially Assessed (67 sites)
Transport Canada	Policies, Programs & Infrastructure in support of Sustainable Development	Environmental Programs	$69,023,004	$12,519,948	$9,306,411	Remediation and risk management for 15 projects (18 sites) Assessment of 1 site	Rem/RM Completed (7 site) Rem/RM Activities Underway/On-Going (9 sites) Rem/RM Plans Completed and Awaiting Implementation (1 site) Rem/RM Plans Under Development (2 sites) Assessment Completed: Requires no further action (1 site) Assessment Completed: Requires remediation/RM (4 sites) Partially Assessed (1 site)
Treasury Board of Canada Secretariat	Management Policy Development and Oversight	Assets and Acquired Services	$2,266,971	$481,363	$429,184	Ensures consistency with Treasury Board policies on management of federal contaminated sites, reviews financial aspects of proposals, administers fund and advises Environment Canada on monitoring of government-wide progress	Provided advice on the management of federal contaminated sites to custodian departments and to the Environment Canada Federal Contaminated Sites Action Plan Secretariat Maintenance of the Federal Contaminated Sites Inventory
Unallocated program management resources			$1,000,000 ($500,000 in 2008-2009 and 2009-2010)	$0	$0	Not applicable
Accommodation charges			$7,117,071	$1,367,467	$1,367,467
TOTALS			$1,243,570,438	$249,900,084	$187,776,587
Comments on variances: $45.9 M will be brought forward into 2008-09 or 2009-10, $13.3 M was lapsed, and $3.0 M was reallocated internally
Results to be achieved by non-federal partners:

* TB approved as of June 13, 2007
** Includes TB approved funding for 2007-08, amounts brought forward from previous years, and interdepartmental reallocations
*** Based on preliminary analysis of 2007-08 FCSAP annual reporting data. Note that custodians have flexibility with respect to activities undertaken and often the number of sites actually worked on will vary from what was planned due to unforeseen delays (weather, difficult access to remote locations, etc.) or changes in custodian priorities.

 

Horizontal Initiative:	Great Lakes Basin Ecosystem Initiative
Lead Department:	Environment Canada
Lead Department Program Activity:	COA Delivery
Start Date: April 1, 2005 (GLAPIV resources)	End Date: March 31, 2010 (expiry of COA and GLAPIV resources)
Total Funding Allocated : $40 million over five years (GLAPIV resources), plus Departmental A-Base
Description: The Great Lakes Basin Ecosystem Initiative is Environment Canada's mechanism for coordinating and delivering federal commitments to restore and maintain the chemical, physical and biological integrity of the Great Lakes Basin Ecosystem, as expressed in the Canada-United States Great Lakes Water Quality Agreement. Environment Canada uses the Canada-Ontario Agreement Respecting the Great Lakes Basin Ecosystem (COA) to engage other federal departments and Ontario in delivering Canada's Great Lakes Water Quality Agreement commitments. Environment Canada's Great Lakes Basin Ecosystem Initiative (GLBEI) reflects Budget 2005 investments targeted at continuing the work under the Great Lakes Action Plan to improve the ecological integrity of the Great Lakes Basin ecosystem. A total of $40 million over five years was allocated in GLAPIV to continue the environmental restoration of key aquatic Great Lakes areas of concern. Federal departments also use A-Base resources to support their efforts towards achieving COA results.
Shared Outcomes: The Great Lakes Water Quality Agreement establishes broad, long-term objectives for Canada and the Unites States in restoring and protecting the Great Lakes. The Canada-Ontario Agreement Respecting the Great Lakes Basin Ecosystem (COA) provides a short-term plan for achieving Canada's Great Lakes Water Quality Agreement commitments. Through the COA, federal and provincial agencies are guided by a shared vision of a healthy, prosperous and sustainable Great Lakes Basin ecosystem for present and future generations. The COA also establishes a common purpose and shared goals, results and commitments in four priority areas: restoration of areas of concern; reduction of harmful pollutants; achievement of lake and basin sustainability; and coordination of monitoring, research and information.
Governance Structure : Eight federal departments are engaged in delivering GLBEI results under the COA: Environment Canada, Fisheries and Oceans Canada, Agriculture and Agri-Food Canada, Natural Resources Canada, Parks Canada, Transport Canada, Infrastructure Canada and Health Canada. The COA Management Committee is the senior federal-provincial management body responsible for priority setting, establishing strategies to ensure delivery of the COA, and developing common positions and joint action plans for representing Canadian interests and engaging in cooperative initiatives with the United States agencies and the International Joint Commission. Planning, prioritization and allocation of GLAPIV monies is managed through the federal Great Lakes Executive Committee, which involves the eight federal signatories to COA. The role of the Great Lakes Executive Committee is to approve strategic directions and priorities for GLAPIV work activities, and to coordinate federal positions, strategies and initiatives in support of binational activities and discussions.

Federal Partners Involved in Each Program	Federal Partner Program Activity	Name of Programs of Federal Partner	Total Approved	Planned Spending for 2007-2008	Actual Spending for 2007-2008 (see below for variance notes)	Expected Results for 2007-2008 (See Appendix at end of document for COA Results statements)
Environment Canada	Sustainable use & management of natural capital and working landscapes	COA	$37.5 million GLAPIV plus Departmental A-Base.	$7,216,000 (GLAPIV)	$4,210,000 (GLAPIV)	All COA results, except Ann. 2-3.2
Fisheries and Oceans Canada	Healthy & Productive Aquatic Ecosystems	COA	$2.5 million GLAPIV, plus Departmental A-Base	$608,000 (GLAPIV)	$571,500 (GLAPIV) plus $5,484,750 (A-Base)	Ann. 1-2.4; Ann. 1-2.6; Ann. 3-1.2; Ann. 3-1.3; Ann. 3-1.4; Ann. 3-3.1; Ann. 3-3.2; Ann. 3-4.1; Ann. 3-4.2; Ann. 3-5.1; Ann. 4-1.1; Ann. 4-2.2.
Agriculture and Agri-Food Canada	Health of the Environment	COA	Departmental A-Base	Not Available	Not Available	Ann. 1-1.2; Ann.1-2.2; Ann. 2-2.3; Ann. 3-1.2; Ann. 3-1.4; Ann. 3-2.2; Ann. 4-1.1; Ann. 4-2.2
Natural Resources Canada	Canada is a world leader on environmental responsibility in the development and use of natural resources Ecosystem risk management: Canada understands and mitigates risks to natural resource ecosystems and human health	COA	Departmental A-Base; and C-Base	$1,599,857 (A and C-Base)	$1,623,489 (A and C-Base)	Ann. 1-2.3; Ann. 2-3.1; Ann. 3-1.4; Ann. 3-2.4; Ann. 3-5.1; Ann. 4-2.2
Parks Canada	Conserve heritage resources	COA	Departmental A-Base	Not Available	Not Available	Ann. 3-1.1; Ann. 3-1.2; Ann. 3-1.3; Ann. 3-2.2; Ann. 3-3.2; Ann. 3-3.3; Ann. 4-1.1; Ann. 4-2.2.
Transport Canada	Environmental Protection and Remediation; the Canadian Ballast Water Program	COA	Departmental A-Base	$600,000 (A-Base)	$600,000 (A-Base)	Ann. 3-1.3; Ann. 3-2.1; Ann. 3-4.1; Ann. 3-4.2
Infrastructure Canada	Infrastructure funding programs	CSIF; MRIF; ICP and Building Canada Plan.	Funds approved under Building Canada Plan	Not Available	Not Available	Ann. 1-2.1; Ann. 3-6.1
Health Canada	Healthy Environments & Consumer Safety	COA	Departmental A-Base	Not Available	Not Available	Ann. 2-3.2
TOTAL GLAPIV   (plus Departmental funding)				$7,824,000 (GLAPIV) (plus Departmental funding)	$4,781,500 (GLAPIV) (plus Departmental funding)
Results Achieved in 2007-2008: In 2007-2008 progress toward a healthy and sustainable Great Lakes Basin ecosystem continued on many fronts A new Canada-Ontario Agreement Respecting the Great Lakes Basin was negotiated. Progress was made in completing actions in areas of concern (AOCs). Two AOCs (Wheatley Harbour and Jackfish Bay) began finalizing the scientific evidence required for future announcements of completed actions. The trend of reduction releases continued for many harmful pollutants such as mercury, dioxins and furans The threat of introductions of potentially harmful invasive species was reduced through strict enforcement of the 2006 Ballast Water Control and Management Regulations. Specific Results by Department : Environment Canada Work continued to achieve progress in restoration of Great Lakes areas of concern. Environment Canada contributed $3.44 million towards 34 projects and initiatives including an environmental assessment for the Randle Reef sediment remediation project (Hamilton Harbour AOC); biodiversity Conservation Strategy Implementation (Detroit River AOC); and combined sewer overflow reduction - Home Inspection Program (Niagara River AOC). Work continued to achieve a better understanding of the state and trends in the Great Lakes Basin ecosystem. Environment Canada worked with universities and other government agencies on many water and wildlife research projects, including: fish health effects in areas of concern; wildlife populations monitoring in Great Lakes areas of concern; and watershed modelling for assessing nutrient loading and water quality. Work continued to reduce the release of harmful substances. Environment Canada worked with the Great Lakes community on projects, including engaging PCB owners on destruction methods; and updating toxic inventories reports. Fisheries and Oceans Work continued to conduct science, enhance fish habitats and control the negative impacts of established invasive species. Projects included assessing the fish habitat availability in Detroit River and St. Clair River; creating the Roger's Creek fish bypass channel (Credit River flowing into Lake Ontario ); and controlling invasive sea lamprey. Agriculture and Agri-Food Canada Work continued to improve beneficial agriculture management practices with involvement of the Great Lakes farming community in over 13 700 projects, including: improving nutrient management practices; improving water use efficiencies; and improving management of riparian areas including planting of buffers, fencing and alternate watering systems. Natural Resources Canada Work continued towards the achievement of sustainable development of Canada's energy, forestry and mineral metals resources within the Great Lakes Basin. Projects included enhancing policies and practices to mitigate forestry impacts on creeks and rivers; confirmation that geotube dewatering is the technology of choice for dewatering Port Hope Harbour sediments so that they can be placed in a long-term waste management facility. Geotube dewatering will reduce the amount of time and effort required to remediate the harbour; and completing, installing and maintaining the prototype Stewardship Tracking System (STS) on-line website, database and mapping tool. This enabled conservation organizations in southern Ontario to enter the location and other information about their stewardship and restoration projects; track and report the success of specific projects; and learn from others about the factors that contribute to successful projects. Parks Canada Work continued to manage parks in the Great Lakes Basin and towards the achievement of a viable protected areas network. Projects included the Lake Superior National Marine Conservation Area Agreement, establishing the world's largest protected freshwater marine area. educating the public on the importance of our natural heritage through the education and outreach programs for all national parks, national historic sites, national marine conservation areas and the Canada Discovery Centre; and advancing the implementation of the Parks ecological integrity monitoring program for all national parks in the Great Lakes Basin.   Transport Canada Work continued to ensure compliance with the Canada Shipping Act regulations related to the ecosystem health of the Great Lakes. Transport Canada undertook a wide variety of inspection, monitoring and training programs, including such projects as boarding vessels to ensure compliance with ballast water regulations; assessing the role of the domestic fleet in moving aquatic invasive species; and supporting Canadian firms in development of ballast water technology. Infrastructure Canada Work continued towards providing funding to infrastructure projects in support of a cleaner environment by improved wastewater treatment for communities located along the Great Lakes. In 2007-2008, in addition to providing funding to already approved wastewater projects, federal funding was also announced for the following wastewater treatment projects in communities situated along the Great Lakes: $17.4 million for the City of Sarnia on July 5, 2007 from the Canada Strategic Infrastructure Fund (CSIF), as well as an additional investment of $921,155 on April 23, 2008 from the Gas Tax Fund; $23 million for the City of Brockville on July 5, 2007 from the CSIF; and $650,000 for the City of Orillia on March 26, 2008 from the Gas Tax Fund. In November 2007, the $33 billion Building Canada infrastructure plan was announced. This funding will be provided over six years until 2014. Wastewater and water projects are key national priority categories of the $8.8-billion Building Canada Fund. Between February and June of 2008 the Government of Canada announced wastewater projects in the following communities along the Great Lakes as priorities for consideration of federal infrastructure funding under the Municipal Rural Infrastructure Fund (MRIF): Parry Sound, Bluewater, Port Rowan and Brockville.   Health Canada Work continued to facilitate research and the exchange of information within the Great Lakes Basin that can be integrated into health policy by all levels of government. Projects included: continued sharing of information with public health units on environmental impacts to human health through the Great Lakes Public Health Network; and advancing the development of a health science framework to guide the work of health scientists.
Comments on Variances : Dedicated Great Lakes funding (GLAPIV) is received only by Environment Canada and Fisheries and Oceans Canada, each also contributes Departmental A-Base toward achieving results under COA. All other partners to COA (federal and provincial) achieve COA results via departmental funding. Actual spending by Environment Canada of GLAPIV resources was less than expected in 2007-2008 due to changes in departmental resource allocations following a departmental restructuring exercise. As mentioned above, Environment Canada also spends A-Base funding to achieve COA results; however, exact figures are not available. For Natural Resources Canada actual spending exceeded planned spending by $23,632 because an additional $30,000 was spent by the CFS Forest Harvesting in Riparian Zones program to repair roads due to flood damage; while the O& M budget for ESS Enhancing Resilience to Climate Change Program was cut by $6,368. For Parks Canada, exact figures are not available for Total Funding Approved and Planned and Actual Spending for 2007-2008. Parks Canada contributions towards COA objectives are complementary to the Agency's mandated programs and activities and reported via annual Parks Canada Agency departmental performance reports. For Infrastructure Canada, exact figures are not available for Total Funding Approved, and Planned and Actual Spending for 2007-2008, although under the Canada Strategic Infrastructure Fund (CSIF), over $100 million has been provided to upgrade wastewater treatment in Sarnia, Brockville, Thunder Bay and Hamilton. Through the Municipal Rural Infrastructure Fund (MRIF) and the Infrastructure Canada Program (ICP), funding has also been provided in support of many water and wastewater projects in smaller communities along the shores of the Great Lakes. For Health Canada, exact figures are not available for Total Funding Approved and Planned and Actual Spending for 2007-2008. The projects shown to support work under the 2007-2010 COA are delivered through integrated work with other Health & Environment initiatives within the Department.

Appendix - COA Results Statements

ANNEX 1 - AREAS OF CONCERN

Result 1.1 - Reduce microbial and other contaminants and excessive nutrients from industrial or municipal wastewater to achieve delisting targets in Nipigon Bay and St. Lawrence River (Cornwall) AOCs.

Result 1.2 - Reduce microbial and other contaminants and excessive nutrients from rural non-point sources to meet delisting criteria in the St. Lawrence River (Cornwall) AOC.

Result 1.3 - Contaminated sediment management strategies developed for the Wheatley Harbour AOC and implemented in the St. Lawrence River (Cornwall) AOC.

Result 1.4 - Plans in place and being implemented to rehabilitate fish and wildlife habitats and populations to meet delisting targets in the Wheatley Harbour and St. Lawrence River (Cornwall) AOCs.

Result 1.5 - Informed, effective collaboration amongst government, communities and individuals to prioritize and complete actions required for delisting and confirming environmental recovery in Nipigon Bay, Jackfish Bay, Wheatley Harbour and St. Lawrence River (Cornwall) AOCs.

Result 1.6 - Environmental monitoring and reporting to document improvements and track environmental recovery.

Result 2.1 - Reduce microbial and other contaminants and excessive nutrients from municipal sewage treatment plants, combined sewer overflows, urban stormwater and industrial wastewater towards delisting targets in St. Marys River, St. Clair River, Detroit River, Niagara River, Hamilton Harbour, Toronto and Region and Bay of Quinte AOCs.

Result 2.2 - Reduce microbial and other contaminants and excessive nutrients from rural non-point sources towards achieving a remedial action plan (RAP) delisting criteria in St. Clair River, Detroit River, Niagara River, Hamilton Harbour, and Toronto and Region AOCs.

Result 2.3 - Progress made in developing sediment management strategies to reduce ecological and human health risk from contaminated sediments in Thunder Bay, Peninsula Harbour, St. Marys River, St. Clair River, Detroit River, Niagara River, Hamilton Harbour, Port Hope and Bay of Quinte AOCs.

Result 2.4 - Long-term management plans being developed and priority actions for delisting being implemented for rehabilitation and protection of fish and wildlife habitats and populations in St. Marys River, St. Clair River, Detroit River, Niagara River, Hamilton Harbour, Toronto and Region and Bay of Quinte AOCs.

Result 2.5 - Informed, effective collaboration amongst government, communities and individuals to prioritize and complete actions required for delisting and confirming environmental recovery in AOCs.

Result 2.6 - Identify monitoring needs, undertake required studies and evaluate results to assess environmental recovery and support remediation strategies in AOCs.

ANNEX 2 - HARMFUL POLLUTANTS

Result 1.1 - Reduction n releases of Tier 1 substances beyond the 2005 achievements towards the goal of virtual elimination.

Result 2.1 - Reduction in releases of criteria air pollutants.

Result 2.2 - Coordinated activities to reduce releases from municipal wastewater.

Result 2.3 - Develop and initiate a program for the sound management of chemical substances in the Great Lakes Basin.

Result 3.1 - Improved understanding of the sources, fate and impacts of harmful pollutants in the Great Lakes Basin.

Result 3.2 - Human health risks from harmful pollutants are understood and addressed in the Great Lakes Basin

ANNEX 3 - LAKE AND BASIN SUSTAINABILITY

Result 1.1 - Increased awareness and appreciation of the Great Lakes and their contributions to social, economic and environmental well-being.

Result 1.2 - Increased stewardship actions that work towards a balance between human well-being and prosperity, and healthy aquatic ecosystems.

Result 1.3 - Sustainable use of land, water and other natural resources to provide benefits from the Great Lakes now and in the future.

Result 1.4 - Enhanced knowledge about beneficial and harmful impacts of human activities on Great Lakes aquatic ecosystems and resources

Result 2.1 - Reduce microbial and other contaminants and excessive nutrients from industrial and municipal wastewater, combined sewer overflows and urban stormwater sources consistent with actions specified in binational Lakewide Management Plans (LaMPs) and binational lake action plans.

Result 2.2 - Reduce microbial and other contaminants and excessive nutrients from rural sources by undertaking actions specified in the binational Lakewide Management Plans and binational lake action plans.

Result 2.3 - Identification of contaminated sediment and development of sediment management plans to reduce the release and impact of sediment-bound contaminants on the Great Lakes Basin ecosystem.

Result 2.4 - Enhanced knowledge about beneficial and harmful impacts of human activities on Great Lakes water quality.

Result 3.1 - Great Lakes aquatic ecosystems and habitats are protected, restored and sustained consistent with binational Great Lakes planning.

Result 3.2 - Progress on rehabilitation of Great Lakes native species to restore the health of aquatic ecosystems, consistent with binational Great Lakes planning.

Result 3.3 - Enhanced knowledge about beneficial and harmful impacts of human activities on Great Lakes aquatic ecosystems, habitats and species.

Result 4.1 - Implementation in the Great Lakes of the National Action Plan to Address the Threat of Aquatic Invasive Species.

Result 4.2: Enhanced knowledge about the harmful impacts of aquatic invasive species on Great Lakes aquatic ecosystems, food webs and species.

Result 5.1 - The impacts of climate change on the Great Lakes ecosystem composition, structure, and function, including biodiversity (organisms and their habitat), water quality and quantity, human health and safety (including access to clean drinking water), social well-being and economic prosperity are understood by governments and the Great Lakes community.

Result 6.1 - The potential risks to Great Lakes drinking water intakes are identified and assessed, and early action to address risks is undertaken.

Result 6.2 - Develop knowledge and understanding of water quality and quantity issues of concern to the Great Lakes as drinking water sources.

ANNEX 4 - COORDINATION OF MONITORING, RESEARCH AND INFORMATION

Result 1.1 - Responsive and comprehensive monitoring and research programs.

Result 2.1 - Improved reporting on environmental conditions, changes and progress.

Result 2.2 - Increased sharing of data and information among governments, organizations and Basin residents.

Horizontal Initiative:	Implementation of the Species at Risk Act
Lead Department:	Environment Canada
Lead Department Program Activity:	Biodiversity and Wildlife Programs
Start Date: 2000	End Date: Ongoing (Current approval of sun-setting resources portion ends in 2011-2012)
Total Funding Allocated : (from 2000-2001 to 2011-2012) $863 million
Description: This horizontal initiative supports the development and implementation of the Accord for the Protection of Species at Risk and the Species at Risk Act (SARA) that came fully into force in June 2004. Environment Canada, Fisheries and Oceans Canada and Parks Canada are the departments and agency responsible for the protection of species at risk under federal jurisdiction. The three departments received funds from Treasury Board in 2000 for the "Implementation of the National Strategy for the Protection of Species at Risk and their Critical Habitat", in 2003 for the "Implementation of the Act respecting the protection of wildlife species at risk in Canada" and in 2007 for "Delivering results under the Species at Risk Act ".
Shared Outcomes: Implementation of SARA Protection of species at risk Protection of biodiversity
Governance Structure : Formal governance structure Canadian Endangered Species Conservation Council (CESCC) - federal, provincial and territorial ministers responsible for wildlife Canadian Council of Fisheries and Aquaculture Ministers - federal, provincial and territorial ministers responsible for fisheries and aquaculture 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) Supporting and Advisory Structures Committee on the Status of Endangered Wildlife in Canada (COSEWIC) - wildlife conservation experts from federal, provincial and territorial governments, wildlife management boards, Aboriginal groups, universities, museums and national non-governmental organizations National Aboriginal Council on Species at Risk (NACOSAR)- six representatives of the Aboriginal people of Canada Species at Risk Coordinating Committees (SARCC) (specific to each province/territory that has a committee) - federal, provincial/territory Canadian Wildlife Directors Committee (CWDC) - federal, provincial and territorial directors responsible for wildlife Species at Risk Advisory Committee (SARAC) - various stakeholders groups including industry, agriculture, environmental non-governmental organizations and other members with particular expertise concerned with implementation of the Act. Recovery of Nationally Endangered Wildlife (RENEW) Working Group - federal, provincial and territorial representatives responsible for wildlife National General Status Working Group - federal, provincial and territorial representatives Task Group on Aquatic Species at Risk - federal, provincial and territorial representatives

Federal Partners Involved in Each Program	Federal Partner Program Activity	Name of Programs of Federal Partner	Total Approved	Planned Spending for 2007-2008	Actual Spending for 2007-2008	Expected Results for 2007-2008	Results Achieved in 2007-2008
Environment Canada	Biodiversity and Wildlife Programs	Environment Canada Species at Risk Program	$535.8 million	$59.9 million	$ 47.8 million	General administration of SARA Annual Report to Parliament Minister's Roundtable Finalization of supporting policies under the National Framework for Species at Risk Management of listing process Continued implementation of the SARA evaluation action plan Preparation of ministerial response statements Finalization of bilateral agreements with provinces and territories Consultations on listing and recovery strategies Work with COSEWIC to adopt an ecosystem approach to the assessment of species at risk Regulatory amendments Preparation of recovery strategies Development of risk management framework to provide guidance to priority recovery strategies Development of outreach material SARA enforcement and compliance promotion	General administration of SARA Annual Report to Parliament is currently being developed (see comments on variance) 2006 Minister's Roundtable report and summary of proceedings were posted in July 2007 and the Minister's response was posted in April 2008 on the SARA Registry 2008 Minister's Roundtable - preparations are underway Supporting policies under the National Framework for Species at Risk currently in development (see comments on variance) Management of listing process Continued implementation of the SARA evaluation action plan Preparation of 53 ministerial response statements Bilateral agreements with British Columbia, Quebec and Saskatchewan have been finalized. Other bilateral agreements are currently in development (see comments on variance) Consultations on listing and recovery strategies Work with COSEWIC to adopt an ecosystem approach to the assessment of species at risk Regulatory amendments - 36 species were added to schedule 1 of the Act and 1 species was reclassified EC, DFO and PCA prepared a total of 6 proposed recovery strategies for 6 species, 67 final recovery strategies for 100 species and 2 final management plans for 2 species, which were posted on the SARA Public Registry Development of risk management framework to provide guidance to priority recovery strategies Development of outreach material SARA enforcement and compliance promotion
Fisheries and Oceans Canada	Species at Risk Management	Fisheries and Oceans Canada Species at Risk Program	$216.2 million	$26 million	17.6 million
Parks Canada	Heritage Resources Conservation	Parks Canada Species at Risk Program	$111 million	$14.1 million	$11.6 million
TOTAL			$863 million	$100 million	$77 million
Comments on Variances: Environment Canada Actual Spending for 2007-2008 The lapsing amount is due to several factors notably: receipt of the incremental funds late in the fiscal year, staff vacancies and lag time in staffing new positions, shift of A-base SARA funds to support complementary activities in other wildlife programs (including protected areas, migratory bird program, ). Results Achieved in 2007-2008 A joint 2006 and 2007 annual report to Parliament will be tabled in the summer of 2008 Final drafts of supporting policies under the National Framework for Species at Risk have been developed and are in consultation. Finalization of these policies is scheduled for the fall 2008. Bilateral agreements regarding the conservation and protection of species at risk with British Columbia, Quebec and Saskatchewan have now been signed. Negotiations are in their final stages in Alberta and Yukon while negotiations have been completed in Ontario. Five more are in active negotiation (Newfoundland and Labrador, Nova Scotia, Nunavut, Ontario and Prince Edward Island). Parks Canada Actual Spending for 2007-2008 The carrying forward of funds was due to the ramping up of new program planning (including the time lag in staffing new positions).
Results to be achieved by non-federal partners: Assessment and reassessment of 62 species, subspecies and populations by the Committee on the Status of Endangered Wildlife in Canada (COSEWIC) The provinces and territories are leading or co-leading development of recovery strategies or management plans for 227 species and have led or co-led development of recovery strategies for 51 species that have now been posted as proposed or final. The Habitat Stewardship Program provided $9,815,536 to194 projects aiming at securing and protecting habitat to protect species at risk and support their recovery, mitigating threats to species at risk caused by human activity, and supporting activities identified in recovery strategies. A total of $500,000 from Environment Canada was awarded to 41 projects through the Endangered Species Recovery Fund in 2007-2008. These funds supported research and education efforts by scientists and conservation advocates working to recovery Canadian species at risk. The Aboriginal Fund for Species at Risk (Aboriginal Capacity Building Fund and Aboriginal Critical Habitat Protection Fund) supported 92 projects ($3 million) in 2007-2008 aiming at building Aboriginal capacity for the protection and recovery of species at risk and at the protection of important/critical habitat on Aboriginal lands.
Contact information: Virginia Poter Director General Canadian Wildlife Service Environment Canada (819) 994-1360 Virginia.Poter@ec.gc.ca
For further information: http://www.sararegistry.gc.ca/default_e.cfm

Clean Air Agenda

	Agenda-Level Reporting
	Theme-Level Reporting:
			CARA
			Clean Energy
			Clean Transportation
			Indoor Air Quality
			Adaptation
			International Actions
			Partnerships
			Management and Accountability
	Program Information by Theme
		CARA
		Clean Energy
		Clean Transportation
		Indoor Air Quality
		Adaptation
		International Actions
		Partnerships
		Management and Accountability

 

Horizontal Initiative:The Clean Air Agenda	Lead Department: Environment Canada
Lead Department Program Activity: 3.3 - Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced	Total Funding Allocated: $1.9 billion
Start Date: April 1, 2007	End Date: March 31, 2011
Description
The Government of Canada's Clean Air Agenda (CAA) represents a part of the Government's broader efforts to address the challenges of climate change and air pollution, with a view to building a clean and healthy environment for all Canadians. In April 2007, the Government announced the details of the regulatory component of the Clean Air Agenda in " Turning the Corner: An Action Plan to Reduce Greenhouse Gases and Air Pollution." This plan set out the approach for reducing greenhouse gas and air pollution emissions from industry. It also described planned regulatory measures to reduce emissions from the transportation sector, actions on consumer and commercial products and actions to improve indoor air quality. Budgets 2006 and 2007 provided $1.9 billion 1 in funding over four years (2007/08 to 2010/11) for the Clean Air Agenda, which incorporates the development of both regulations and programming to achieve measurable reductions in greenhouse gas emissions and air pollution. The Clean Air Agenda represents only a portion of the overall environment strategy of the government. The Government recognizes the need for a holistic approach to delivering measurable results for the benefit of all Canadians; therefore, to measure investments against results, a horizontal framework known as the Clean Air Agenda Horizontal Management, Accountability and Reporting Framework (CAA HMARF) was developed. The CAA HMARF consolidates forty-four (44) programs that span nine (9) participating departments and agencies into eight (8) themes, each of which is championed by a lead department. The eight (8) CAA HMARF themes and departmental leads are: Clean Air Regulations - Environment Canada; Clean Transportation - Transport Canada; Clean Energy - Natural Resources Canada; Adaptation - Environment Canada; Partnerships - Environment Canada; International Actions - Environment Canada; Management and Accountability - Environment Canada; and, Indoor Air Quality - Health Canada. Through the CAA HMARF governance structure, participating departments are jointly responsible for the management of the Clean Air Agenda. The governance structure encourages coordination, joint management and clear accountabilities. There are three distinct levels within the CAA HMARF governance structure: Deputy Ministers' Committee Assistant Deputy Minister Steering Committee Director General Theme Lead Coordinating Committee Environment Canada is designated the lead department for developing and implementing the CAA HMARF, including the responsibility to collectively report to Canadians on the framework. --- 1 Funding increased from $1.7 B to $1.9 B due to inclusion of $200 M in additional funding for clean transportation initiatives
SHARED OUTCOMES The Government of Canada has committed to tangible improvements in Canada's environment and the health of Canadians by: Reducing emissions of GHG & air pollutants. Reducing health risks due to air pollution. Reducing vulnerabilities and risks to communities, infrastructure and to the health & safety of Canadians resulting from climate change. With a focus on regulatory activities and program measures, the Clean Air Agenda will help to fulfill this commitment as part of a broader environmental agenda.

Agenda-Level Reporting

 

Clean Air Agenda
Total Approved	$1,891,956,953
Planned Spending for 2007-2008	$294,388,611
Actual Spending for 2007-2008	$236,675,588
Percent of 2007-2008 funds spent:	80.40%
Preliminary Expected GHG Reductions 2010-2011
The Government of Canada has established a national target of an absolute 20% reduction in GHGs relative to 2006 levels by 2020. The preliminary expected GHG reductions for the 2010/11 fiscal year for the Clean Air Agenda include 56.5Mt contributed by Clean Air Regulations, 11.0Mt contributed by Clean Energy, 9.6Mt contributed by Clean Transportation, and less than 1Mt contributed by enabling themes: Indoor Air Quality, Adaptation, Partnerships, International Actions, and Management and Accountability. The estimated emissions reductions are based on estimates for the individual program measures. Given that the industrial regulations are a large portion of the overall estimated reductions, actual emission levels will depend on compliance options chosen by regulated firms. Reduction estimates from individual program measures have been taken on a case-by-case basis and summed up by theme. Due to interactions and synergies within and between programs and regulations the total emissions impact for a given theme may be less than the sum of the individual program measures.
Expected Results 2007-2011	Results Achieved in 2007-2008
OUTCOMES This initial year of the Clean Air Agenda saw results attributed towards immediate and intermediate outcomes while developing the foundations towards future results.	Central to the Clean Air Agenda is the reduction of greenhouse gas emissions through the development of clean technologies, the use of clean and renewable energy sources and clean transportation, improved energy efficiency within the industrial sector, and improved use of efficient and environmentally safe practices and products. A suite of initiatives has been designed to complement the regulatory aspects of the Clean Air Agenda that are under development.
Canadians take actions in response to forecasted levels of air quality. International Air Quality agreements are consistent with Canada's interests. Reduction measures for indoor air pollutants and radon exposure have been implemented.	In 2007-08 a new laboratory was constructed to support research and development to improve indoor air quality, in addition to initial stakeholder consultations held on indoor air issues. The completion of a new laboratory is an integral element of reducing indoor air pollutants and radon exposure. Through increasing dissemination of information regarding indoor air quality along with a national radon strategy, Canadians will be in a better position to manage and mitigate indoor air quality risks. Gains were also made relating to the national radon management strategy including the adoption of new Canadian Radon Guidelines with a reduced action level of 200 Bq/m 3 over the previous value of 800 Bq/m 3 ; a radon public education and awareness strategy was developed and a public fact sheet was produced and distributed; a standard procedure was developed for radon testing; 1000 federal buildings were tested; and, measurements of radon in soil were made at 262 sites across Canada to assess areas with high levels. A national radon laboratory was established at the Radiation Protection Bureau in Ottawa. The Laboratory completed the development of two standard radon measurement procedures for residential homes and large buildings (including schools and hospitals). Consultations were conducted with stakeholders and industry on the draft list of substances that established a priority list of indoor air contaminants that will serve as the basis for the development of guidelines/regulations. Risk assessments and indoor air quality guidelines were developed for ozone and carbon monoxide.
Targeted industrial sectors have reduced emissions of GHGs and air pollutants and improved energy efficiency.	Increased participation of industrial stakeholders regarding the implementation of energy efficiency measures and practices. For example, 156 new Canadian companies have registered their corporate commitment to improve energy efficiency and have become leaders in the Canadian Industry Program for Energy Conservation. In-depth consultations were held with respect to energy labelling for buildings leading to the development of a new pilot labelling system for buildings. More than 110 solar thermal systems were installed in Canada's industrial-commercial-institutional sectors. In addition, 13 residential pilot projects were selected which are expected to result in the installation of 8,000 solar domestic water heaters by 2010. Once these solar water heaters are installed, it is estimated that annually through this use of clean energy technology over 8 kilotonnes of greenhouse gas emissions will be reduced. An amendment known as "amendment 10" (the Energy Efficiency Regulations) is under development which will account for approximately one-third of the Clean Air Regulatory Agenda's Energy Efficiency Regulations' contribution(- 7.29 petajoules and 0.5 megatonne greenhouse gas reduction from business in 2010, rising to 9.7 megatonnes in 2020).
Emissions of GHGs and air pollutants have been reduced, and energy efficiency has improved in Canadian homes and buildings.	In terms of pre-retrofit evaluations more than 102,000 Canadian homes were assessed with 12,000 grants being paid to offset the cost of making energy efficiency improvements. Further, 10% of grant recipients included the use of renewable technologies and products in their renovations projects and an additional 96 retrofit projects were funded in small and medium organizations. Regulations are also under development to reduce greenhouse gas emissions from industrial sources.
Emissions of GHG, air pollutants and energy consumption have been reduced from modes of transportation.	Under the EcoAuto Rebate Program, over $71 million was distributed to purchasers of high efficiency and alternate fuel vehicles and a contribution agreement was signed with the Clean Air Foundation to deliver the Vehicle Scrappage Program. The EcoEnergy for Fleets program funded 6 projects aimed at installing best practices amongst fleet managers and drivers. Under the ecoFREIGHT program over $6 million was allocated to twenty-three freight technology projects. In 2007-2008, there were over 39 million instances of knowledge transfer to Canadians raising the awareness of how to augment energy efficiency for personal vehicle use. The knowledge transfer occurred through events such as driver training and receipt of information on best practices for drivers as a result of the EcoEnergy for Personal Vehicles Program. In addition, there were 39,000 Canadian transportation professionals informed or trained under the EcoEnergy Fleets Program; 66,000 mail applications processed, 60,000 calls received and 414,000 visits to the web site made under the ecoAuto Rebate Program; and 23,000 people informed about advanced technology vehicles at 22 events under the ecoTechnology for Vehicles Program. Regulations are also under development to reduce greenhouse gas emissions from motor vehicles.
Emissions of GHGs and air pollutants have been reduced and energy efficiency has improved from the use of efficient and environmentally safe practices and products.	Regulations have been developed to reduce volatile organic compounds (VOCs) in consumer and commercial products such as paints, varnishes, adhesives and vehicle repair cleaners.
Emissions of GHG and air pollutants have been reduced due to the use of clean and renewable energy sources.	In 2007-08, more than 60 partnerships and collaborative agreements were established with multi-stakeholders to promote clean energy activities. For example, a federal-provincial-industrial collaborative agreement is in place on an engineering design project for a proposed clean coal gasification power plant. In addition, two projects have been initiated as part of federal-provincial collaboration on energy management standards and information systems. The above introduction of new measures that immediately address sources of emissions and the development and deployment of clean energy technologies support the transition to major emissions reduction that will be required by regulation over the longer term. There were also 10 projects established for 757 megawatts of new electricity capacity from renewable sources, producing 2.4 terawatt hours per year.
Canadian communities and user groups use tools and information to assess climate risks and plan adaptation strategies.	Tools and information were developed to help Canadians assess climate change risks and to take protective actions. For example, the Canada's Credit for Early Action Program and Canada's Offset System for Greenhouse Gases were published. The Air Quality Benefits Assessment Tool was further refined to estimate the human health benefits or impacts associated with changes in Canada's ambient air quality. The Health Canada Indoor Air Quality website was updated to reflect new information and continued to be an important vehicle for the dissemination of health advice to the public. The design of the Clean Air Community Partnerships program was completed including the preparation of communications and program materials. A greenhouse gas calculator was created as an estimation tool that will assist those stakeholders and funding recipients within the Clean Air Community Partnerships program to calculate greenhouse gas reductions for individual Clean Air Community Partnerships program projects. These actions support opportunities to promote the Clean Air Agenda and its initiatives leading to more positive environmental actions.
International climate change agreements are consistent with Canada's interests.	Climate change is a global issue and Canada remains engaged within the international community. Canada made its assessed contributions, as well as voluntary contributions, to the United Nations Framework Convention on Climate Change. Canada also participated in technology-related partnerships including the Renewable Energy and Energy Efficiency Partnership in order to promote and support the development and deployment of clean technologies. Canada obtained membership to the Asia-Pacific Partnership in October 2007. A governance structure to the APP has been operationalized. In this context, consultations were held with key domestic industrial sectors on the APP. Canada provided support to non-United Nation agencies with the goal of enhancing understanding and assessing options for the development of a future climate change agreement, and worked domestically to develop policy options on a range of climate change issues. Canada actively participated in the UN and non-UN negotiations and discussions concerning a post-2012 climate change agreement. We ensured that domestic interests and climate change policies were reflected during the formulation and presentation of Canadian negotiating positions. We also advocated our positions within multilateral processes such as the U.S.-led Major Economies Meeting process, the G8, and the Asia-Pacific Economic Cooperation. Canada participated in the Expert Group on Technology Transfer, established under the UNFCCC, to analyze and identify ways to facilitate and advance technology development and transfer activities. Canada participated in the Least Developed Countries Expert Group (LEG), established under the UNFCCC to advise least developed countries on the preparation of national adaptation programs of action (NAPAs).
Long-Term Outcomes Health, economic and environmental benefits for Canadians have been realized. Risks to the health of Canadians and the environment resulting from exposure to air pollution have been reduced. Risks to communities, infrastructure and to the health and safety of Canadians resulting from climate change have been reduced. Innovations related to reducing air pollution and addressing climate change have maintained Canadian competitiveness and provided economic benefits. Trans-boundary movement of air pollutants has been reduced. Indoor air quality has been improved. Canada 's emission of air pollutants has been reduced. Canada 's emission of GHGs has been reduced. Canadians and communities have taken actions to reduce their vulnerabilities from and have adapted to predicted impacts of climate change. International trends on climate change are consistent with Canada's interests.

Theme-Level Reporting

Clean Air Regulatory Agenda

Clean Energy

Clean Transportation

Indoor Air Quality

Adaptation

International Actions

Partnerships

Management and Accountability

 

Clean Air Regulatory Agenda (CARA)	Lead Department: Environment Canada
Federal Partners: Transport Canada, Natural Resources Canada, Health Canada
Total Approved	$347,300,000
Planned Spending for 2007-2008	$63,800,000
Actual Spending for 2007-2008	$42,170,653
Percent of 2007-2008 funds spent:	66.1%
Preliminary Expected GHG Reductions 2010-2011	Approximately 55 MT*
*The Government of Canada has established a national target of an absolute 20% reduction in GHGs relative to 2006 levels by 2020. The main achievement of the 2007-2011 period is the development and implementation of the various components that will drive these reductions. The reductions will progressively begin to be realized to ramp up towards 2020 and to meet the above target. The preliminary estimate of expected GHG reductions from the Industrial Regulations is calculated from the projected levels (Business as usual) and is derived from lower emission-intensities for the 2010/11fiscal year . Actual emission levels will depend on compliance options chosen by regulated firms.
Description
CARA is an integrated, nationally consistent approach to reduce emissions of both air pollutants and greenhouse gases, intended to protect the health and environment of Canadians, and to avoid falling further behind our trading partners. The regulations and targets to be pursued under CARA are designed to: a) substantially reduce air pollutant and GHG emissions (20% reduction from 2006 levels by 2020) and air pollutants (20 to 55% reduction from 2006 levels by as early as 2012 and no later than 2015) from major source sectors; b) provide industry with the long-term certainty and level playing field needed to make significant, synergistic and cost-efficient investments to reduce emissions; c) strengthen Canada ' s ability to engage effectively in international discussions, such as negotiating additional reductions in the transboundary flow of air pollutants from the US and influencing international GHG negotiations; and d) control emissions from products that release indoor pollutants.
Expected Results 2007-2011	Results Achieved in 2007-2008
Immediate Outcomes Industrial sectors meet emission levels of air pollutants and GHGs to comply with new or amended regulations by required dates. Canada's motor vehicles and engines fleet becomes increasingly more fuel efficient and cleaner as a result of new vehicle fuel consumption regulation and new emission control standards applied to regulated modes of transportation and engines used and sold in Canada. Canadians have access to more environmentally safe and energy efficient products since products sold in Canada are designed and manufactured according to new energy efficiency and environmental regulations. Improvement of indoor air quality as new federal guidelines for levels of contaminants in indoor air and a national radon risk management strategy are widely deployed and publicized. Improved reporting for regulatees and compliance facilitated, as these processes are streamlined at the national level, with a single window reporting system and the establishment of flexible compliance mechanisms.	Environment Canada and its federal partners built the foundation of the regulatory and policy infrastructure to achieve CARA objectives. Released Turning the Corner: An Action Plan to Reduce Greenhouse Gases and Air Pollution and a Regulatory Framework for Air Emissions which establishes mandatory emission reduction targets for industrial and other emission and pollution sources. The regulatory framework for industrial greenhouse gas emissions was approved and is being implemented. Extensive consultations were conducted with industry, provinces, and key stakeholders to validate the air pollutant targets and improve the methodology for calculating the caps. A Notice was published requiring industry to report their 2006 emissions of greenhouse gases and air pollutants and other data for the purposes of informing the development of the proposed regulation. Using the existing transportation regulatory structure an MOU was negotiated and amendments to regulations and standards were drafted. The Motor Vehicle Fuel Consumption Standards Act was proclaimed in November 2007. Subsequently, consultations on the development of fuel consumption regulations were conducted with stakeholders during the winter of 2008 (ending in March 2008). An MOU to reduce air pollutants and GHG emissions from the rail sector was signed in April 2007. Subsequently, the first report on locomotive emissions monitoring was issued in December 2007. In May 2007, regulations were made under the former Canada Shipping Act to incorporate provisions of the Annex IV Regulations for the Prevention of Air Pollution of the International Maritime Organization's (IMO) International Convention for the prevention of air pollution from ships. Transport Canada also commenced redrafting the regulations to fit under the new Canada Shipping Act, 2001 , which came into force in July 2007. In addition, Transport Canada is participating at IMO regarding GHG emissions. Canada actively supported the ongoing development of international standards and recommended practices with the Civil Aviation Organization (ICAO) concerning GHG and air pollutant emissions from aviation sources. The government also engaged in ICAO's Group on International Aviation and Climate Change (GIACC) to recommend an aggressive program of action on international aviation and climate change by fall 2009. Volatile Organic Compound (VOC) concentration limits for automotive refinishing products, architectural coating and certain products were developed and proposed; regulations will soon follow. Amendment 10 to the Energy Efficiency Regulations was pre-published March 29, 2008. This proposed amendment will account for approximately one-third of the CARA Energy Efficiency Regulations' contribution -7.29 petajoules and 0.5 Mt GHG reduction from business as usual in 2010, rising to 9.7 Mt in 2020. Following nomination of substances to a priority list of indoor air contaminants which will serve as a basis for guideline/regulation development, consultations were conducted with stakeholders and industry on the draft list. Completion of risk assessments and indoor air quality guideline development for ozone and carbon monoxide. A new Canadian Radon Guideline with a reduced action level of 200 Bq/m 3 over the previous value of 800 Bq/m 3 was adopted. Consultations on the need for a target of 100 Bq/m 3 for new home construction were also held with stakeholders and the public. A National Radon Laboratory was established at the Radiation Protection Bureau in Ottawa. The Laboratory completed the development of two standard radon measurement procedures for residential homes and large buildings (including schools and hospitals). Work to upgrade the One-Window to National Environmental Reporting System (OWNERS) to an improved platform has been initiated. Preliminary design of the Domestic Credit Tracking System was proposed. The Canada's Credit for Early Action Program and Canada's Offset System for Greenhouse Gases were published.
Intermediate Outcomes Canada 's emissions have been reduced from 2006 levels while maintaining competitiveness of Canadian regulated sectors For targeted air pollutants: mainly PM, NOx , SOx , VOCs and some specific such as NH3 , Hg, benzene, PAHs, fluorides For greenhouse gases (as CO2 equivalent) Final Outcome Human health and environmental quality are improved Due to reduced emissions of indoor and outdoor air pollutants, and greenhouse gases.

Clean Energy	Lead Department: Natural Resources Canada
Federal Partners: Indian and Northern Affairs Canada
Total Approved	$877,040,000
Planned Spending for 2007-2008	$101,500,000
Actual Spending for 2007-2008	$81,623,693
Percent of 2007-2008 funds spent:	80.42%
Preliminary Expected GHG Reductions 2010-2011	11.0 MT*
*The Government of Canada has established a national target of an absolute 20% reduction in GHGs relative to 2006 levels by 2020. The above represents the preliminary expected GHG reductions for the Clean Energy theme. Reduction estimates from individual program measures have been taken on a case-by-case basis and summed up by theme. Due to interactions and synergies within and between programs and regulations the total emissions impact for a given theme may be less than the sum of the individual program measures.
Description
Energy production and use is responsible for the majority of Canada's greenhouse gas and air pollution emissions. While mandatory national regulation is the centerpiece of the Government's Clean Air Agenda, there remains a need to address important energy-related sources of emissions and air pollutants that cannot be effectively addressed through regulation. As part of the Clean Air Agenda, Natural Resources Canada (NRCan) and Indian and Northern Affairs Canada (INAC) are delivering the ecoENERGY Initiatives - a set of measures to promote smarter energy use, increase clean energy supply, and support the development and deployment of clean energy technologies. The suite of Clean Energy initiatives has been designed to complement the regulatory aspects of the Clean Air Agenda by highlighting existing government work and introducing new measures that immediately address important sources of emissions and that will facilitate the transition to major emissions reductions that will be required by regulation over the longer term. As the lead department for the Clean Energy theme, NRCan is responsible for collecting, collating and reporting information on the progress of Clean Energy programming.
Expected Results 2007-2011	Results Achieved in 2007-2008
Immediate Outcomes Partnerships and collaborative agreements with stakeholders to promote clean energy activities that result in lower emissions of GHGs and CACs.	More than 60 partnerships and collaborative agreements have been established with a variety of stakeholders to promote clean energy activities. For instance, a federal-provincial-industrial collaborative agreement is in place on an engineering design project for a proposed clean coal gasification power plant. In addition, two projects have been initiated as part of a federal-provincial collaboration on energy management standards and information systems.
Involvement by industry in developing and using energy efficiency products, services, and processes that result in lower emissions of GHGs and CACs.	In 2007/08, industrial stakeholders became increasingly involved in the implementation of energy efficiency measures and practices. In particular, 156 new Canadian companies have registered their corporate commitments to improve energy efficiency and have become leaders in the Canadian Industry Program for Energy Conservation (CIPEC). Further, in-depth industry consultations were also held in the development of a new pilot labelling system for buildings.
Transfer and/or use of clean energy technologies and practices leading to lower emissions of GHGs and CACs.	More than 110 solar thermal systems were installed in Canada's Industrial/Commercial/Institutional sectors and 13 residential pilot projects were selected which are expected to result in the installation of 8000 solar domestic water heaters by 2010. Once installed, over 8 kilotonnes of GHG emissions will be displaced annually. Also, in 2007/08, 10 projects were established for 757 MW of new electricity capacity, from renewable sources, producing 2.4 terawatt-hours per year. With regards to energy efficiency, more than 102,000 Canadian homes had pre-retrofit evaluations and 12,000 grants were paid to offset the cost of making energy efficiency improvements. Further, 10% of grant recipients included renewable technologies and products in their renovation. An additional 96 retrofit projects were funded in small and medium organizations.
Awareness and understanding among stakeholders of the potential for, and methods of, reducing GHGs and CACs through energy production and use.	The activities within the clean energy theme have raised awareness and understanding of clean energy programming through a number of measures targeted at Canadians, including the delivery of specific programming in Aboriginal and northern communities . An ecoENERGY website has been developed and maintained to provide program information and promotional materials/information products have also been produced. Several clean energy networks have been established to engage key stakeholders and to share information and best practices. Representatives from the clean energy theme have participated in a variety of conferences to raise awareness of energy efficiency, renewable energy and clean energy technologies. More than 225 workshops have been held across the country to provide training and information tools to industry and other target audiences. Further, a number of policy studies have been published and reported in peer-reviewed literature.
Policy and monitoring that supports GHG and CAC reductions.	NRCan officials have provided policy documents and advice to the Minister of Natural Resources and other senior officials in support of policy development and decision making. Theme representatives worked closely with Environment Canada (the lead department) to finalize the Regulatory Framework for Industrial GHG Emissions and in the development/implementation of the Horizontal Management, Accountability and Reporting Framework for the Clean Air Agenda. In addition, science and policy experts participated in several national and international fora to discuss policy options for achieving Canada's medium and long-term climate change objectives.
Intermediate Outcomes Adoption of energy efficient products and services that result in reduced GHGs and CACs. Adoption of renewable energy products and services, and strengthened infrastructure, resulting in reduced GHGs and CACs. Availability of innovative, market-ready energy processes, products and services that result in reduced GHGs and CACs. Final Outcomes Reduced emissions of GHGs and CACs from clean energy activities.

Clean Transportation	Lead Department: Transport Canada
Federal Partners: Natural Resources Canada, Environment Canada
Total Approved	$461,716,953
Planned Spending for 2007-2008	$98,799,611
Actual Spending for 2007-2008	$92,606,718
Percent of 2007-2008 funds spent:	93.73%
Preliminary Expected GHG Reductions 2010-2011	9.6 MT*
*The Government of Canada has established a national target of an absolute 20% reduction in GHGs relative to 2006 levels by 2020. The above represents the preliminary expected GHG reductions for the Clean Transportation theme. The estimated emissions reductions are based on the targets outlined in the final Regulatory Framework as well as estimates for the individual program measures. Given that the industrial regulations are a large portion of the overall estimated reductions, actual emission levels will depend on compliance options chosen by regulated firms. Reduction estimates from individual program measures have been taken on a case-by-case basis and summed up by theme. Due to interactions and synergies within and between programs and regulations the total emissions impact for a given theme may be less than the sum of the individual program measures.
Description
The Clean Transportation Theme program measures will work towards: improved management of sustainable transportation infrastructure in communities; improved efficiency and reduced emissions of air pollutants and greenhouse gases (GHG) from the movement of goods; and improved fuel efficiency and reduced emissions from the personal vehicle fleet.
Expected Results 2007-2011	Results Achieved in 2007-2008
Immediate Outcomes Informed positions on policies and programs influencing transportation technologies and practices; Increased uptake of technologies that reduce energy consumption, GHG or CAC; Increased participation by target audience in emission reducing activities through partnerships and other program activities; and Increased capacity by target audience to undertake initiatives that reduce energy consumption or GHG or CAC or release of toxic substances.	In 2007-2008, the 12 programs under the Clean Transportation Theme were in their first year of operation. Program managers sought, in the first instance, to complete the design and start-up of the programs, including consulting with stakeholders, preparing documentation and staffing. Consequently, performance under the theme can best be assessed in terms of immediate outputs, rather than outcomes. The main result areas were in terms of financial support, information and decision support, partnerships and networks and research studies. Financial support in the form of incentives was provided to vehicle purchasers under the ecoAuto Rebate Program, and to commercial freight operators under the Freight Technology Demonstration Fund and the Freight Technology Incentive Program. In 2007-2008, over $71 million was distributed to purchasers of high efficiency and alternate fuel vehicles under the ecoAuto Rebate Program. The first rounds of project selection were completed under the freight programs. A contribution agreement was completed with the Clean Air Foundation to deliver incentives to owners of old vehicles for the Vehicle Scrappage Program. The ecoEnergy for Personal Vehicles program and the ecoEnergy for Fleets program provide financial support for projects geared towards reducing emissions. The ecoENERGY for Personal Vehicles program funded five projects committed to promoting driving best practices through outreach. Similarly, the ecoEnergy for Fleets program funded 6 projects aimed at installing best practices amongst fleet managers and drivers. Even during a period of high fuel prices, it is important that consumers and businesses have access to good information about fuel saving technologies and practices, and training in the use of these technologies and practices. In 2007-2008, there were over 39 million instances of knowledge transfer to Canadians raising the awareness of how to augment energy efficiency for personal vehicle use. The knowledge transfer occurred through events such as driver training and receipt of information on best practices for drivers as a result of the ecoEnergy for Personal Vehicles Program. In addition, there were 39,000 Canadian transportation professionals informed or trained under the EcoEnergy Fleets Program; 66,000 mail applications processed, 60,000 calls received and 414,000 visits to the web site made under the ecoAuto Rebate Program; and 23,000 people informed about advanced technology vehicles at 22 events under the ecoTechnology for Vehicles Program. Through partnerships and networks, Clean Transportation Programs seek to leverage the federal government's resources and to build public support and impetus for existing programs. Under the ecoMobility Program, which works primarily with municipal governments and transit authorities, an implementation plan was developed to support Transportation Demand Management (TDM) project implementation and a request for TDM proposals was launched. A national network of TDM practitioners is being developed. The ecoTechnology for Vehicles Program involves close cooperation with the automotive industry to identify barriers to the introduction of low-emission vehicles. Under the ecoFreight Partnerships Program, a rail industry conference was organized to inform participants of emission-reduction opportunities, and two conferences sponsored to increase awareness and promote best-in-class carriers and shippers. Under the Marine Shore Power Program, the advice of the marine and port authorities was sought to design the first round of project selection, to be held in August, 2008. The Analytical and Policy Support Program held two stakeholder workshops on active transportation. Under the ecoEnergy for Personal Vehicles Program, five organizations have made formal commitments to engage in emission-reducing activities. Under the ecoEnergy for Fleets Program, three partnerships were signed with municipalities. These programs are ensuring that Canadians are fully engaged in the task of reducing transportation emissions. The completion of research studies is essential to inform government, industry and consumer choices on matters ranging from program design to the availability and cost-effectiveness of emission-reduction technologies. In 2007-2008, the National Harmonization for Trucking Initiative completed six studies to review the implications of a national speed limiter mandate for heavy trucks. The Analytical and Policy Support Program completed studies on the emission reduction potential and related costs of active transportation, shipping initiatives, transportation emissions trading, fuel efficiency technologies in the heavy-duty truck sector, transportation GHG emissions estimate by mode. The ecoEnergy for Personal Vehicles Program completed research studies on driver awareness of fuel efficiency choices, EnerGuide label compliance and AutoSmart driver training. The ecoEnergy for Fleets Program completed four research papers on how to reduce emissions from class 8 (heavy duty) trucking. The launching of these programs in 2007-2008 has laid the foundation for more tangible results, both in terms of outputs and outcomes, in 2008-2009.
Intermediate Outcomes Use of transportation technologies and alternative modes that reduce energy consumption or GHG or CAC; and Use of transportation best practices that reduce energy consumption or GHG or CAC. Final Outcome Reductions in energy consumption or GHG or CAC from transportation.

Indoor Air Quality	Lead Department: Health Canada
Federal Partners: National Research Council of Canada
Total Approved	$23,000,000
Planned Spending for 2007-2008	$5,500,000
Actual Spending for 2007-2008	$4,606,147
Percent of 2007-2008 funds spent:	83.75%
Preliminary Expected GHG Reductions 2010-2011	Less than 1Mt*
*The Government of Canada has established a national target of an absolute 20% reduction in GHGs relative to 2006 levels by 2020. The above represents the preliminary expected GHG reductions for the Indoor Air Quality theme. The estimated emissions reductions are based on the targets outlined in the final Regulatory Framework as well as estimates for the individual program measures. Given that the industrial regulations are a large portion of the overall estimated reductions, actual emission levels will depend on compliance options chosen by regulated firms. Reduction estimates from individual program measures have been taken on a case-by-case basis and summed up by theme. Due to interactions and synergies within and between programs and regulations the total emissions impact for a given theme may be less than the sum of the individual program measures.
Description
Health Canada and National Research Council of Canada are responsible for implementation of the Indoor Air theme as an integral element of the government's broader Clean Air Agenda (CAA). This CAA theme consists of two elements; the Indoor Air R&D initiative (National Research Council Canada) and the Radon Program (Health Canada). Together these initiatives will contribute to theme results by supporting the research, development and dissemination of knowledge of indoor air quality risks and ways by which these risks can be managed. By generating and sharing knowledge about indoor air pollutants and how they can be managed, the Indoor Air theme elements will support informed decision-making by governments, industry and consumers on cost-effective means to reduce harmful exposures and, in so doing, reduce health risks. While the findings from these two research-based initiatives can provide useful input to potential regulatory initiatives under the Clean Air Agenda, their utility extends well beyond that, most notably by helping to identify and target non-regulatory measures that address indoor air concerns.
Expected Results 2007-2011	Results Achieved in 2007-2008
Immediate Outcomes Improved awareness by public, property managers, and governments of health risks and causes of reduced indoor air quality and strategies to improve it. 20 % of Canadians are aware of specific technical solutions to improve air quality (2010/11). Development and support of technological solutions for improved IAQ. Technically sound infrastructure and knowledge in place to support and assess IAQ improvement technologies (2010/11). Increased knowledge of health impacts and mitigation strategies related to indoor air pollution. One research intervention field study on ventilation, air distribution and health conducted (2011).	National Research Council of Canada Equipment purchased and commissioned for field work and assessment of selected IAQ solutions. Shell and building services for new Indoor Air Research Laboratory completed. Field protocols for the field study in Quebec City - in collaboration with INSPQuebec - completed and approved by ethics board and reviewers. Three consultation meetings held with stakeholders towards the creation of the National Indoor Air Quality Co