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 Committee. Review of technological solutions for IAQ completed. Communication strategy developed to form and engage advisory and technical committee for the development of improved IAQ solutions. Health Canada Completed ground-based analysis of soil gas radon concentrations at 262 sites (in New Brunswick, Nova Scotia, Prince Edward Island, and southern Ontario). Locations around Sarnia in southern Ontario showed higher than average soil gas radon concentrations, suggesting they are potentially radon-rich. Developed a fall/winter 2008 radon marketing/communications strategy focusing on homeowners, commercial building owners, the building industry and public health practitioners. Fourteen radon stakeholder workshops held across Canada as part of strategy to encourage stakeholder involvement in radon testing and remediation. Developed and distributed a radon fact sheet via stakeholders and industry partners. Developed a standard procedure for radon testing in large buildings, starting with federal buildings. Prepared information package on the objectives of the project, the process for testing, and the means by which data and results will be shared. Tested about 1000 buildings across Canada in 2007/08, representing 5% of the stock estimated to be in high-risk areas.
Intermediate Outcomes Reduced health risks from poor indoor air quality. Development and effective application of regulations, guidelines and recommendations related to indoor air quality. 20 % of Canadians consumers are using technologies which are positively assessed to improve IAQ by 2016. Production and uptake of new products/techniques related to reducing health risks from poor indoor air quality 25 % of Canadian Manufacturers of IAQ solutions offering positively rated IAQ technologies in their line of IAQ products by 2016. Final Outcome Adverse effects of poor indoor air on the health of Canadians are reduced.

Adaptation	Lead Department: Environment Canada
Federal Partners: Health Canada, Natural Resources Canada, Indian and Northern Affairs Canada, Public Health Agency of Canada
Total Approved	$115,900,000
Planned Spending for 2007-2008	$7,339,000
Actual Spending for 2007-2008	$5,718,905
Percent of 2007-2008 funds spent:	77.93%
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. While this Theme will not likely achieve direct emission reduction, it does play an important complementary role through helping Canadians adapt to the effects of climate change, building partnerships for program delivery or knowledge transfer and placing Canada within the important international environmental community.
Description
The six Adaptation programs will begin to help all Canadians build their capacity to adapt, by developing knowledge, information, tools and/or collaborative arrangements that they need to take action to successfully reduce their risks. These initiatives differ from many of the programs within the Clean Air Agenda as they do not contribute to reductions of greenhouse gases, but rather support the critical complementary activity of adaptation to climate change impacts. About half of the total funding will build capacity to respond to diverse risks across the country and remain relevant to many economic sectors and regions. The other half will be targeted to address three urgent risks: (i) the North , where impacts of a changing climate are already very visible, vulnerability of communities and infrastructure is high, and the federal government has unique constitutional and land claims obligations toward Aboriginal people and northerners; (ii) human health , which faces particular risks through changing climate conditions and extremes, and the spread of infectious diseases; and (iii) infrastructure , in which governments and firms will invest hundreds of billions of dollars over the next decade, which must be designed to endure climate conditions that will differ from those of the past.
Expected Results 2007-2011	Results Achieved in 2007-2008
The Air Quality Health Index and Air Quality Forecasting Program of the Adaptation theme received TB approval in 2007/08, while other programs were not approved until early April 2008 - some results were reported in 2007/08 (see below) Immediate Outcome Increased availability of adaptation and air quality information and products; Increased awareness and understanding of the risks of climate change and of the impacts of air quality on health and of response strategies; Greater collaboration in place to address adaptation planning and health impacts; and Increased capacity to conduct and apply adaptation and air quality science	A number of Programs within the Theme, funded early in fiscal year 2008-2009, were not able to report on results. Some Departments, however, did undertake activities during this period, accounting for the level of spending reported: Indian and Northern Affairs Canada - "Assist Northerners in assessing key vulnerabilities and opportunities" Environment Canada - "National Air Quality Health Index and Air Quality Forecast Program" Health Canada - "National Air Quality Health Index and Air Quality Forecast Program" Public Health Agency of Canada - "Climate and infectious disease alert and response system to protect the health of Canadians" The bulk of the expenditures in 2007 - 2008 were related the National Air Quality Health Index Program. The Air Quality Health Index (AQHI) provides a daily measure of air pollution health impacts and will provide the public with means to make informed decisions to reduce exposure to health risks posed by smog . The AQHI was launched in Toronto and 14 communities in British Columbia. Groundwork to ensure continued implementation in at least six additional communities for fiscal 2008-09 also took place.
Results to be achieved by non-federal partners : For the PHAC element communities will identify infectious disease vulnerabilities and mitigation strategies that will provide models for replication for communities across the country. Involved universities will develop research and expertise on waterborne and vectorborne disease in relation to climate change effects.
Intermediate Outcomes Increased use of adaptation information and products; Increased capacity of Canadians to adapt to climate change and a reduction in health risks related to air quality; and Additional approaches to adapt to climate change are developed in targeted areas. Final Outcomes Reduced vulnerabilities and risks to communities, infrastructure and health and safety of Canadians resulting from climate change; and Reduced exposure to health risks due to climate change related health risks.

International Actions	Lead Department: Environment Canada
Federal Partners: Natural Resources Canada, Department of Foreign Affairs and International Trade, Industry Canada
Total Approved	$50,000,000
Planned Spending for 2007-2008	$13,200,000
Actual Spending for 2007-2008	$7,762,978
Percent of 2007-2008 funds spent:	58.81%
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. While this Theme will not likely achieve direct emission reductions, it does act as an enabler for those themes which have committed to reduction targets.
Description
This theme aims to advance Canada's international action, improve Canadian air quality and reduce global greenhouse gas emissions. Funding in the amount of $50M is required to implement the following: Engage in the development of a Particulate Matter (PM) Annex and lay the groundwork for a potential cross border emissions trading annex for air pollutants under the Canada-U.S. Air Quality Agreement; Continue to engage across a number of multilateral fora, on behalf of the Canadian Government, in strategic international climate change discussions and negotiations; Undertake actions related to compliance with existing treaty obligations under the United Nations Framework Convention on Climate Change and the Kyoto Protocol, including: payment of assessed contributions, provision of discretionary administrative funding, development of a tradable unit tracking system; and also contribution to other international climate change initiatives. Seek membership in the Asia-Pacific Partnership on Clean Development and Climate.
Expected Results 2007-2011	Results Achieved in 2007-2008
Immediate Outcomes Canada satisfies its international treaty obligations related to the accounting of national greenhouse gas emissions and funding for multilateral bodies. Canadian leaders and senior officials are well-prepared to advance Canada's strategic interests related to climate change and air pollution in multilateral and bilateral fora. Canada 's domestic and international climate change and air pollution policies & negotiating positions are aligned and reflective of its national circumstances. Canada 's profile as a provider of climate-friendly technologies is enhanced.	International financial and other obligations Canada established its national registry. Canada 's international funding obligations under the United Nations Framework Convention on Climate Change (UNFCCC) for 2007-2008 were met. Canada also made voluntary contributions to the UNFCCC. Canada also provided support to non-UN agencies with the goal of enhancing understanding and assessing options for the development of a future climate change agreement. Canada participated in technology-related partnerships outside of the UN, including the Renewable Energy and Energy Efficiency Partnership in order to promote and support the development of clean technologies needed to reduce GHG emissions and address climate change. International Participation and Negotiations All relevant departments worked closely to develop policy options and develop and present positions on a range of climate change issues. Policy documents and advice to Ministers, Deputy Ministers and other senior officials in support of policy development and decision-making were provided by all relevant departments. In this context, relevancy of and consistency with domestic initiatives to address climate change (e.g., ecoENERGY, Turning the Corner) were referenced in briefing materials prepared for international climate change meetings. Canada actively participated in the UN and non-UN negotiations and discussions leading to the establishment of a post-2012 climate change agreement. These discussions occurred at the G8, the Major Economies Meeting process, APEC, the Commonwealth, other UN events. Canada 's network of Embassies and other Missions abroad was also used to advocate Canadian positions on climate change issues, and gather insight into positions of other Parties. Canada also 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). Canada 's international participation contributed to ensuring that the future agreement on climate change will be consistent with our domestic approach on climate change and will promote Canadian environmental and economic interests. Asia-Pacific Partnership Canada obtained membership to the Asia-Pacific Partnership in October 2007. A governance structure to operationalize Canada's participation in the APP has been operationalized. Canada is participating in the work of all but one of the APP Task Forces, and is facilitating the involvement of the Canadian private sector in the work of the APP. In this context, consultations with key domestic industrial sectors were held. Relevant departments provided advice and input to the APP Secretariat and inter-departmental working group in developing Canada's governance structure and operational guidelines. Input and advice on potential project selection criteria were also provided. Particulate Matter Annex Negotiations of a PM Annex were launched and two inter-sessional working groups to prepare the second round of negotiations were established.
Intermediate Outcomes Canada 's interests and objectives related to climate change and air quality are successfully advanced. Canadian private sector gains exposure to international markets and R&D opportunities that support the transfer and adoption of technologies and activities that address climate change and air pollution. Final Outcome International action on climate change and air pollution is consistent with Canada's interests and contributes to the global advancement of these issues.

Partnerships	Lead Department: Environment Canada
Total Approved	$12,000,000
Planned Spending for 2007-2008	$3,000,000
Actual Spending for 2007-2008	$1,000,600
Percent of 2007-2008 funds spent:	33.53%
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. While this Theme will not likely achieve direct emission reductions, it does act as an enabler for those themes which have committed to reduction targets.
Description
This program was established by the federal government in support of Turning the Corner: A Plan to Reduce Greenhouse Gases and Air Pollution . The main objective is to improve capacity of communities and individuals to take action on clear air and climate change by stimulate the trial of new actions and purchases, which may have lasting benefits and result in significant reductions over the longer-term, which will lead Canadians to take positive environmental actions at home, school and workplace. Its goal is to ensure that all funded projects have measurable results and can be replicated by other groups or organizations. Projects funded through CACP are designed to engage Canadians to take positive environmental action in the following areas: Home and outdoor energy efficiency - Encourage energy and water efficiency, waste reduction and the replacement or purchase of more energy-efficient products or technologies, including energy-efficient home appliances, lighting, lawn mowers and the purchase of energy from renewable sources; School-based sustainability - Improve the energy efficiency of school operations and facility management by engaging custodians, principals, teachers, students and parents. The program includes an educational component to engage teachers and students in learning about energy efficiency, water efficiency and waste reduction; and Greening the workplace - Inspire employees to adopt environmentally friendly behaviours at work and to encourage business owners and managers to implement measures to reduce energy consumption and associated emissions in their daily operations.
Expected Results 2007-2011	Results Achieved in 2007-2008
Immediate Outcomes The Clean Air Community Partnerships Program is launched. Promotional materials for the CACP program (including web site) are developed and distributed to appropriate stakeholders. The Request for Proposals (for funding starting in FY 2008-09) is issued. Contribution Agreements will be in place for Strategic Investments. A contract with a GHG / CAC Valuation Expert is in place to provide results monitoring and measurement support to Strategic Investment projects. Proposals for 2007-2008 Strategic Investment projects are approved and announced. Program assistance to be provided by EcoAction Regional offices (including proposal review, management of contribution agreements and reporting requirements) is determined and communicated clearly with the regional offices. An Inter-departmental Advisory Committee is established for the CACP program. Proposal Review Committee is established and its members are effectively briefed on the program goals, requirements, and evaluation process/tools to be used in proposal assessment. Program materials and tools, including application forms, proposal evaluation tools, project tracking database, and GHG/CAC valuation tools are developed. An RMAF is developed for the CACP program, including the development of an evaluation plan, indicators, performance measures.	Completed the design and start-up of the Clean Air Community Partnerships program. Consulted with stakeholders, prepared documentation and staffing. The main result areas achieved were in terms of implementation: A Program Manager was hired. Communications and program materials were prepared. Performance indicators developed. GHG calculator created. The GHG calculator is an estimation tool that will assist both CACP staff and funding recipients to calculate GHG reductions for individual CACP projects. Contribution to Clean Air HMARF was completed for the Partnerships Theme.
Intermediate Outcomes Community initiatives that provide incentives for Canadians to take action on Clean Air and Climate Change are funded. Community initiatives that provide incentives for Canadians to take action on Clean Air and Climate Change are funded. Program Governance Structure is designed and implemented. Program Management Systems and Evaluation Tools and are developed. Final Outcomes A greater number of Canadians are engaged in protecting our environment, including our air, water, land, climate and nature. Communities and individuals are better able to manage and take a lead on environmental issues. Community Funding Programs are managed effectively to deliver on departmental priorities.

Management and Accountability	Lead Department: Environment Canada
Total Approved	$5,000,000
Planned Spending for 2007-2008	$1,250,000
Actual Spending for 2007-2008	$1,185,894
Percent of 2007-2008 funds spent:	94.87%
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 Management and Accountability Theme coordinates and supports the implementation of the Clean Air Agenda Framework, acting as an enabler for those themes which have committed to reduction targets.
Description
The Management and Accountability Theme sets the path for the Clean Air Agenda, Horizontal Management, Accountability and Reporting Framework (CAA-HMARF) which facilitates management and reporting of financial and non-financial performance information at the program level within 8 themes on a consolidated basis (at the theme and agenda levels) across participating departments and agencies. This them ensures that ongoing monitoring and assessment of progress in achieving objectives and expected outcomes against finanical investments is made; and facilitates the setting of priorities and reallocating of resources, as appropriate ensuring engagement of the governance structure within the CAA-HMARF.
Expected Results 2007-2011	Results Achieved in 2007-2008
Immediate Outcomes Clear roles, responsibilities and accountabilities for implementing, managing and reporting on CAA activities Appropriate balance of departmental and horizontal CAA accountabilities Coherent CAA program architecture Effective alignment of resources to CAA priorities Effective and timely collection and reporting of performance information	Final CAA-Horizontal Management Accountability and Reporting Framework completed and submitted to Treasury Board for approval. Key governance documents completed and approved: Charter Performance Indicators for each CAA-HMARF Theme together with logic model Strategies i.e. risk, reporting, information management, financial management, evaluation CAA Thematic Program Architecture developed and cross-walked to departmental PAA Reporting structures developed and aligned to CAA PAA Creation of Clean Air Agenda Results Management Secretariat within EC to facilitate collaboration and oversee implementation of the framework Key management/reporting documents completed and approved: 06/07 CAA chapter included in Canada's Performance Report Consolidated ARLU Report completed and made available to the public 08/09 Report on Plans and Priorities for the CAA completed and made available to the public 08/09 CAA work plan developed to deliver on RPP
Intermediate Outcomes Active engagement of partner departments and agencies in horizontal aspects of CAA activities Effective decision-making regarding CAA activities Improved accountability of Federal Government to Parliamentarians and Canadians for CAA expenditures and activities Final Outcome Increased ability to achieve CAA outcomes.

 

Program Information by Theme

 

Navigation
Clean Air Regulatory Agenda
	CARA Program 1
	CARA Program 2a
	CARA Program 2b
	CARA Program 2c
	CARA Program 3a
	CARA Program 3b
	CARA Program 4
	CARA Program 5a
	CARA Program 5b
	CARA Program 6
	CARA Program 7
	CARA Program 8
	CARA Program 9
Clean Energy
	Clean Energy Program 1
	Clean Energy Program 2
	Clean Energy Program 3
	Clean Energy Program 4
	Clean Energy Program 5
	Clean Energy Program 6
	Clean Energy Program 7
	Clean Energy Program 8
Clean Transportation
	Clean Transportation Program 1
	Clean Transportation Program 2
	Clean Transportation Program 3
	Clean Transportation Program 4
	Clean Transportation Program 5
	Clean Transportation Program 6
	Clean Transportation Program 7
	Clean Transportation Program 8
	Clean Transportation Program 9a
	Clean Transportation Program 9b
	Clean Transportation Program 10
	Clean Transportation Program 11
	Clean Transportation Program 12
Indoor Air Quality
	Indoor Air Quality Program 1
	Indoor Air Quality Program 2
Adaptation
	Adaptation Program 1
	Adaptation Program 2a
	Adaptation Program 2b
	Adaptation Program 3
	Adaptation Program 4
	Adaptation Program 5
	Adaptation Program 6
	Adaptation Program 7a
	Adaptation Program 7b
International Actions
	International Actions Program 1a
	International Actions Program 1b
	International Actions Program 2a
	International Actions Program 2b
	International Actions Program 2c
	International Actions Program 3a
	International Actions Program 3b
	International Actions Program 3c
	International Actions Program 4
Partnerships
	Partnerships Program 1
Management and Accountability
	Management and Accountability Program 1

 

Program Information by Theme

 

CARA Theme Programs

 

Clean Air Regulatory Agenda (CARA)	Environment Canada
CARA Program 1 : Industrial Sector Regulatory Actions	Program Activity: 3.3 - Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$60,500,000
Planned Spending for 2007-2008	$11,950,000
Actual Spending for 2007-2008	$5,404,154 Salary O&M G&C Capital $1,389,443 $3,654,211 $173,900 $186,600
Expected Results 2007-2011	Results Achieved in 2007-2008
Regulatory Framework Development of a regulatory framework for emissions of air pollutants and GHG emissions from all key industrial sectors and in partnership with all responsible jurisdictions, through an integrated, multi-pollutant approach. Legal Analysis Regulations are consistent with the authorities in the enabling legislation Flexible Compliance Mechanisms Providing firms with a variety of options to comply with the regulations there by reducing the economic impact of the regulations. Air Emissions Targets Development of targets that are consistent with leading environmental standards and are at least as rigorous as those in the US; Reporting System A rigorous system to ensure that the targets are met, while minimizing the burden on reporting industries and avoiding duplication, where possible, and allowing for transparency of information.	Regulatory Framework Released in April 2007, 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. Publication on March 10, 2008 of 1. Turning the Corner: Regulatory Framework for Industrial Greenhouse Gas Emissions, which sets out the final regulatory framework for industrial greenhouse gas emissions. Translation of the regulatory framework for industrial greenhouse gas emissions into draft regulations is underway with the intent to publish the proposed regulations by December 2008 for public comment Legal Analysis Legal review to ensure regulatory framework is consistent with the authorities under the Canadian Environmental Protection Act, 1999 . Flexible Compliance Mechanisms: Publication on March 10, 2008 of: 2. Turning the Corner: Canada's Credit for Early Action Program , which set out the eligibility requirements and process for allocating early action credits. 3. Turning the Corner: Canada's Offset System for Greenhouse Gases which provided an overview of the design of Canada's offset system. Air Emissions Targets Officials consulted with industry, provinces/territories, and key stakeholders to validate the target levels and conducted further internal analysis to improve the methodology used to derive the air pollutant caps. Cabinet decided in May 2008 to take more time to finalize the air pollutant framework. Reporting System A Notice was published December 8, 2007 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. Infrastructure for the emissions reporting database and domestic credit tracking systems are under development.

Clean Air Regulatory Agenda (CARA)	Environment Canada
CARA Program 2a: Transportation Sector Regulatory Actions	Program Activity: 3.3 - Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$24,200,000
Planned Spending for 2007-2008	$4,350,000
Actual Spending for 2007-2008	$1,105,004 Salary O&M G&C Capital $219,512 $845,492 $40,000 0
Expected Results 2007-2011	Results Achieved in 2007-2008
Proposed Air Emission Reductions (On and Off Road) Reduced emissions of air pollutants (NOx, VOC and particulate matter) from vehicles and engines. Emission reductions achieved vary by individual regulations and depend on many factors such as the emission rates of existing products, the stringency of the regulated levels and the attrition rate of particular types of vehicles and engines.	Developed a joint Canada-US workplan to enhance regulatory cooperation with the US EPA under the Canada-US Air Quality Agreement to reduce the cross-border flow of pollution. Negotiated a Memorandum of Understanding (MOU) with the Railway Association of Canada (RAC), that is consistent with U.S. EPA air pollution standards and that ensures that the rail industry continues to improve its greenhouse gas emission performance during the period 2006-2010.
Marine spark-ignition engine and off-road Recreational Vehicles Total emissions from the in-use fleet of outboard engines, personal watercraft, snowmobiles, off-road motorcycles and all-terrain vehicles will be progressively reduced as cleaner new products replace older, higher emitting vehicles and engines. It is estimated that cleaner marine engines and off-road recreational vehicles will result in a 46% reduction of combined HC+NOx emissions in 2020, compared to having no regulations. Similarly, CO emissions are expected to be reduced by 30%.	Progress has been made on the development of final regulations for the Marine Spark-Ignition Engine and Off-Road Recreational Vehicle Emission Regulations . Consultations with stakeholders pursuant to Part 1 of the Canada Gazette are completed and final publication in Part 2 of the Canada Gazette in scheduled for Fall 08
Off-Road Diesel Engines Amendments to the Off-Road Compression-Ignition Engine Emission Regulations to ensure alignment with more stringent US EPA "Tier 4" emission standards to be phased-in beginning with the 2008 model year will reduce allowable emission levels from individual engines by between 50-95 percent for PM and between 37-85 percent for HC and NOx, depending on the engine power category. By 2020, it is estimated that the introduction of cleaner Tier 4 off-road diesel engines used in off-road applications such as construction, agriculture, mining and forestry equipment will reduce smog forming emissions from the in-use fleet of off-road diesel engines by 54 percent for PM, 39% for NOx, 21% for VOCs and 54% for CO.	The off-road testing and emissions verification capabilities to the regulations have been initiated. Off-road diesel engines have been purchased for this purpose. Draft amendments of the Off-Road Compression-Ignition Engine Emission Regulations are completed and initiation of consultations with stakeholders as started. Pre-publication (Gazette 1) is scheduled for Fall 2008.
Large Off-Road Spark-Ignition Engines New smog-forming emission standards will be introduced for large spark-ignition engines such as those found in forklifts and ice resurfacers. Preliminary estimates suggest that, by the year 2020, the introduction of cleaner large spark-ignition engines will reduce air pollutant emissions from the in-use fleet of these engines by 17% for NOx, 22% for VOCs and 36% for CO.	Draft text for amendment to the Off-Road Small Spark-Ignition Engine Emission Regulations to include large off-road engines is completed. Pre-publication (Gazette 1) is scheduled for Mid 2009.
On-Board Diagnostics Systems for On-Road Heavy-Duty Engines New regulated requirements for on-board diagnostics (OBD) systems on on-road heavy-duty engines of the 2010 and later model years to align with emerging US requirements. OBD systems monitor emission-related components and detect deterioration or malfunctions and communicate them to the driver and the repair technician, ensuring that the expected air quality benefits from improved emission control technologies will be fully realized throughout the life of new vehicles. The new requirements will ensure that the emission reductions anticipated from 2010 and later heavy-duty engines will be achieved under in-use conditions.	Draft amendments to the On-Road Vehicle and Engine Emission Regulations for the introduction of on-board diagnostic systems for on-road heavy-duty engines are completed and initiation of consultations with stakeholders has started. Pre-publication (Gazette 1) is scheduled for Fall 2008.
Proposed Air Emission Reductions (Ships) Initial work will determine the potential for emission reductions, to be followed by efforts to establish international standards. The expected outcome is reduced emissions of air pollutants (SO2, NOx and particulate matter) from marine ships. As regulatory development is on-going, the extent of the reductions that will be achieved have not yet been quantified; however, significant reductions in SO2, NOx and PM emissions are expected to result through the introduction of more stringent international emission standards for engines and marine fuels.	New more stringent international standards have been drafted and are expected to be approved in October 2008

Clean Air Regulatory Agenda (CARA)	Transport Canada
CARA Program 2b: Transportation Sector Regulatory Actions	Program Activity: 3.1 - Policies and programs in support of sustainable development
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$22,500,000
Planned Spending for 2007-2008	$6,000,000
Actual Spending for 2007-2008	$1,523,491 Salary O&M G&C Capital $710,656 $812,835 0 0
Expected Results 2007-2011	Results Achieved in 2007-2008
Proposed Air Emission Reductions ( Rail) The expected outcome is reduced emissions of both air pollutants (NOx) and GHG from railway locomotives. Specific targets will be developed through the regulatory process.	Transport Canada intends to develop and implement new regulations coming into effect in 2011 under the Railway Safety Act, 2001 to reduce air emissions from the rail industry in Canada. In March 2008, the U.S. Environmental Protection Agency (EPA) announced its latest air pollutant emissions standards for rail and marine. These will be taken into consideration in developing Canada's regulatory framework for these sectors. The Memorandum of Understanding to reduce CAC and GHG emissions from railway locomotives operated by Canadian railway companies in Canada was signed by Transport Canada, Environment Canada and the Railway Association of Canada (RAC) in April of 2007. Transport Canada supported publication of the first annual Report on Locomotive Emissions Monitoring, completed by RAC on December 2007. Furthermore, Transport Canada began organization of the 2008 Rail Conference, which was held in May 2008. This two-day event was unanimously recognized by the industry, government officials, academia and non-governmental environmental groups as a forum to share and discuss latest technologies, best operational practices and policies to reduce emissions from railways operations.
Proposed Air Emission Reductions (Ships) Initial work will determine the potential for emission reductions, to be followed by efforts to establish international standards. The expected outcome is reduced emissions of air pollutants (SO2, NOx and particulate matter) from marine ships. As regulatory development is on-going, the extent of the reductions that will be achieved have not yet been quantified; however, significant reductions in SO2, NOx and PM emissions are expected to result through the introduction of more stringent international emission standards for engines and marine fuels.	In the marine sector, the Government is adopting current international standards established by the International Maritime Organization (IMO) for controlling emissions of air pollutants from ships. In May 2007, Transport Canada made regulations under the former Canada Shipping Act to incorporate provisions of the Annex VI Regulations for the Prevention of Air Pollution of the IMO's International Convention for the prevention of air pollution from ships (MARPOL). In 2007-2008, Transport Canada commenced redrafting of the regulations to fit under the new Canada Shipping Act 2001 , which came into force in July 2007. Canada is also working with the IMO on a framework to reduce GHGs from global shipping activity. In 2007-2008, Transport Canada continued work with Environment Canada and the U.S. Environmental Protection Agency on a sulphur emissions control area (SECA) feasibility study examining whether North American waters should be designated as such areas.
Proposed Air Emission Reductions (Motor Vehicle) A measurable reduction in the fuel consumption, in litres/100 km, of the new light duty vehicle fleet in Canada, beginning in 2011. Specific reduction targets will be established by 2008. The program will reduce GHG emissions as more fuel efficient vehicles are introduced into the Canadian fleet each year. Regulations aimed at improving vehicle fuel consumption have the potential to reduce air pollution at the tailpipe as well.	The government has committed to regulating fuel-efficiency for new passenger cars and light trucks that will be sold in Canada beginning with model year 2011 vehicles . The government announced in October 2006, under a Notice of Intent to Regulate, that it would regulate fuel efficiency under the Motor Vehicle Fuel Consumption Standards Act . The Government of Canada signed a Memorandum of Cooperation with the United States on April 26, 2007 to share information on fuel efficiency. In November 2007, the Governor in Council proclaimed the Motor Vehicle Fuel Consumption Standards Act. An issue brief was published in January 2008. Informal consultations were conducted throughout 2007 and formal consultations were conducted between January 17, 2008 and March 15, 2008

Clean Air Regulatory Agenda (CARA)	Natural Resources Canada
CARA Program 2c: Transportation Sector Regulatory Actions	Program Activity: 1.3 - Energy
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$3,200,000
Planned Spending for 2007-2008	$1,300,000
Actual Spending for 2007-2008	$447,336 Salary O&M G&C Capital $241,140 $206,196 0 0 Lapsed funding in Transportation Sector Regulatory Actions amounted to $852,664, of which $528,783 was cash managed internally. As a result, the $528,783 will be made available to Transportation Sector Regulatory Actions in 2008-09
Expected Results 2007-2011	Results Achieved in 2007-2008
A measurable reduction in the fuel consumption, in litres/100 km, of the new light duty vehicle fleet in Canada, beginning in 2011. Specific reduction targets will be established by 2008. The program will reduce GHG emissions as more fuel efficient vehicles are introduced into the Canadian fleet each year. Regulations aimed at improving vehicle fuel consumption have the potential to reduce air pollution at the tailpipe as well.	Timely delivery of analysis and support to regulatory development process to establish fuel consumption reduction targets by 2008, including: Consultations Issue Brief and supporting documents Development of modeling tools and parameters, and review/selection of data sources for the analysis of fuel consumption standards.

Clean Air Regulatory Agenda (CARA)	Environment Canada
CARA Program 3a: Consumer and Commercial Products Regulatory Actions	Program Activity: 3.3 - Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$12,000,000
Planned Spending for 2007-2008	$2,502,000
Actual Spending for 2007-2008	$1,053,888 Salary O&M G&C Capital $605,207 $448,681 0 0
Expected Results 2007-2011	Results Achieved in 2007-2008
The expected outcome is reduced emissions of air pollutants from consumer and commercial products. Specific targets are being developed as part of the regulatory process. Pollutants of particular concern include VOCs as well as emissions from residential wood combustion.	Development of the proposed Volatile Organic Compound (VOC) Concentration Limits for Certain Products Regulations, to be made pursuant to subsection 93(1) of the Canadian Environmental Protection Act, 1999 (CEPA 1999), to protect the environment and health of Canadians by setting concentration limits for VOCs in 98 categories of certain products. Three VOC regulations relating to regulating the concentration limits for 1) automotive refinishing products, 2) architectural coating, and 3) miscellaneous products, were proposed and their development initiated. Initiated verification testing of the Canadian Standards Association (CSA) B415.1-00 standard for indoor wood furnaces and boilers and development of a new edition of the CSA B415.1 (planned for completion in 2010) Ongoing participation in American Society for Testing and Materials (ASTM) Standard development

Clean Air Regulatory Agenda (CARA)	Natural Resources Canada
CARA Program 3b: Consumer and Commercial Products Regulatory Actions	Program Activity: 1.3 - Energy
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$32,000,000
Planned Spending for 2007-2008	$7,000,000
Actual Spending for 2007-2008	$6,763,321 Salary O&M G&C Capital $2,439,630 $3,435,312 $888,379 0
Expected Results 2007-2011	Results Achieved in 2007-2008
Energy Efficiency Labelling Program Estimated annual, aggregate impacts in 2010-2011 are: energy savings of between 13.37 and 14.85 petajoules/yr, which presently convert to annual emission reductions of between 1.4 to 1.6 megatonnes / yr for GHGs and, for air pollutants, the most significant are: 725-1002 tonnes of NOx, 837-3446 tonnes of SO2, 204-1155 tonnes of PM10.	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. No estimates for the reduction of other emissions are provided for the proposed amendment due to uncertainties in calculation for the limited number of products. The 2020 results will be significantly higher than the 2.58 Mt originally estimated due to the inclusion of the performance standard for light bulbs which is expected to start to generate savings in 2012.

Clean Air Regulatory Agenda (CARA)	Health Canada
CARA Program 4 : Indoor Air Quality Management Actions	Program Activity: 3.1 - Healthy Environments and Consumer safety
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$17,500,000
Planned Spending for 2007-2008	$3,522,000
Actual Spending for 2007-2008	$3,430,486 Salary O&M G&C Capital $585,992 $2,844,494 0 0
Expected Results 2007-2011	Results Achieved in 2007-2008
Indoor Air Health Canada supports and improves risk management actions to address indoor air quality risks to health, including radon, through the development of indoor air guidelines, awareness and prevention programs, and source product regulations to reduce exposure to indoor contaminants. To implement regulations, guidelines and other measures to reduce indoor air pollution, yielding health benefits for Canadians. Over four years, to address the most important indoor contaminants in the Canadian residential indoor environment by reviewing and consulting on 20 contaminants or groups of contaminants, with follow up information gathering on up to 10 priorities, and developing guidelines and, as required, source product regulations to reduce exposure to these contaminants. To disseminate relevant health information and advice to Canadians in support of implementation of indoor air quality regulations or other pollution reduction measures.	In 2007-2008, Health Canada collaborated with provinces and territories to nominate substances to a priority list of indoor air contaminants which will serve as a basis for guideline/regulation development. Consultations with stakeholders and industry on the draft list have been completed, with finalization of the list of pollutants to occur in 08-09. Health Canada completed risk assessments and indoor air quality guideline development for ozone and carbon monoxide. The Department continued to investigate the health impacts of exposure to particulate matter and nitrogen dioxide , which will inform work on the development of indoor air quality guidelines for these substances. Health Canada also completed an indoor air quality exposure study in Regina to understand sources and concentrations of air toxics in homes. With respect to information sharing, the Department continued to engage the federal/provincial/territorial working-group on issues related to indoor 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. Public Opinion Research was also conducted with public health officials who use Health Canada's guidelines to determine their preferences regarding these tools, in order to improve the Department's ability to effectively disseminate health information regarding indoor air quality.
Proposed Radon Exposure Reductions Radon occurs naturally. The goal is to reduce exposure by reducing infiltration and accumulation into buildings. Activities carried out under this initiative are complementary to those being carried out under the separate Indoor Air Program in order to implement a full radon exposure reduction strategy for residential buildings. Over four years, to establish a radon exposure guideline and to develop knowledge on susceptible populations and testing protocols. This will be accomplished through: upgrade of facilities to establish a national laboratory to evaluate testing equipment; the development of standards for testing; and research on the health impacts of radon on particular sub-sections of the population. To disseminate relevant health information and advice to Canadians in support of implementation and a national radon strategy centred on new health-based radon exposure guidelines. In future years, to introduce new testing techniques including certification programs for testers, and to identify problem areas across the country through a national database.	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. In FY 2007-2008, a National Radon Laboratory was established at the Radiation Protection Bureau in Ottawa. The Laboratory was equipped with a full array of radon detectors and detection systems, as well as a radon calibration chamber to perform in-house calibration of radon detection equipment. The Laboratory completed the development of two standard radon measurement procedures for residential homes and large buildings (including schools and hospitals). Health Canada worked towards establishing a certification program for service providers of radon testing, and met with two United States-based organizations to explore options for expansion of a Canadian component into their existing certification programs. The Department also negotiated with the Standards Council of Canada to audit the organizations and accredit them as certification bodies for radon testing service providers in Canada. This certification program will help ensure that the providers of radon testing services in Canada are properly qualified to perform this work. The Department completed a research project to measure soil gas radon concentrations in southern Ontario in order to determine the potential for high indoor radon levels in homes in this heavily-populated area of Canada. Health Canada completed the development of a database for radon measurement data. All data from national radon testing projects as well as data shared with Health Canada by partner provinces will be included in this database and form the basis for mapping areas of high radon potential in Canada.

Clean Air Regulatory Agenda (CARA)	Environment Canada
CARA Program 5a: Science in Support of Regulatory Activities and Accountability	Program Activity: 3.3 - Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$40,100,000
Planned Spending for 2007-2008	$3,584,000
Actual Spending for 2007-2008	$3,755,159 Salary O&M G&C Capital $615,210 $1,515,049 $20,000 $1,604,900
Expected Results 2007-2011	Results Achieved in 2007-2008
Science in Support of Regulatory Activities and Accountability To identify and address critical environmental and health-related knowledge gaps in order to provide adequate information to carry out responsibilities under the Clean Air Regulatory Agenda. To apply research findings to the development of proposed regulations and other air pollution reduction measures associated with the Notice of Intent issued in conjunction with the Clean Air Regulatory Agenda. Monitoring To provide measurements, data, and models that describe the impact of air pollution sources to inform scientific assessments and the development and implementation of regulations. To measure and report on air quality progress, improvements in ambient air quality, and health and environmental benefits and economic valuation achieved, resulting from actions taken under the Clean Air Regulatory Agenda, and to inform the choice and development of future regulations and other pollution reduction measures. Modelling To develop, modify, and apply air quality modelling techniques to input into the development and implementation of the Clean Air Regulatory Agenda. Assessments To provide science-based information and advice to accurately inform Canadians and decision-makers: to determine if emission reductions result in improved ambient air quality, and ecosystem and human health benefits; to assist in determining whether additional measures may be required; and to provide scientific assessments and advice to develop air quality objectives.	Implemented field study in SW Ontario and prepared a database on emissions from a large urban area and from specific industrial sectors in the region to lead to improved knowledge of exposure to particulate matter, ozone and their precursors. Sampling in northern Saskatchewan to estimate the chemical and biological sensitivity of lakes potentially affected by oil sands development. Investigation into the sources and effects of mercury (e.g. on birds) initiated. National Air Pollution Surveillance network was operated in cooperation with all provinces and territories (296 sites). Speciation of Particulate Matter was determined at 16 sites. Annual Data Summary report for 2005 and 2006 was published. Contribution to an improved understanding and characterization of the changing atmospheric composition due to emissions from energy production/consumption, industrial activities, transportation and natural sources, in the context of transboundary contributions. A further understanding of the atmospheric dry deposition process, particularly for the nitrogen species, via the publication of 3 peer-reviewed scientific papers and an improvement of methodology for the continuous measurement of smog precursors. Chemical and biological data were collected to enhance assessments of the acidification and recovery of sensitive lakes in eastern Canada. Improvements were made to the parameterizations of the chemical reactions of the organic components, to the treatment of dust transport and the cloud processing of aerosols. The model was evaluated with field data and, with some of the improvements included, was used to provide the science support for the development of regulations under CARA. Over 60 different applications of air quality model provided guidance in support of the development of the Regulatory Framework for Air Pollutant Document. Adapted AQ model to meet shorter turnaround schedules. Improved capacity to link AQ model with human health and ecosystem effects models. Contributed to the 2008 Smog Science Assessment through the provision of air quality data, analyses, products and scientific input.

Clean Air Regulatory Agenda (CARA)	Health Canada
CARA Program 5b: Science in Support of Regulatory Activities and Accountability	Program Activity: 3.1 - Healthy Environments and Consumer safety
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$71,300,000
Planned Spending for 2007-2008	$8,478,000
Actual Spending for 2007-2008	$7,692,600 Salary O&M G&C Capital $2,000,481 $5,692,119 0 0
Expected Results 2007-2011	Results Achieved in 2007-2008
Health Canada supports and improves risk management actions to address outdoor air quality risks to health, and works to identify and address critical environmental and health-related knowledge gaps in order to provide information to carry out responsibilities under CARA. To provide measurements, data, and models that describe the impact of air pollution sources to inform scientific assessments and to input into the development and implementation of the CARA. To measure and report on air quality progress, improvements in ambient air quality, and health and environmental benefits and economic valuation achieved, resulting from actions taken under the CARA, and to inform the choice and development of future regulations and other pollution reduction measures. To provide science-based information and advice to accurately inform Canadians and decision-makers: to determine if emission reductions result in improved ambient air quality, and ecosystem and human health benefits; to assist in determining whether additional measures may be required; and to provide scientific assessments and advice to develop air quality objectives.	Health Canada continued research on the development of the Air Health Indicator, and explored additional data requirements for several pollutants to ensure the Indicator is robust and reveals real trends in the relation between pollutants and health endpoints. Currently the indicator focuses on using mortality data but the use of additional endpoints such as hospital admissions and emergency room visits is also being examined. Health Canada continued to refine the Air Quality Benefits Assessment Tool (AQBAT), which is designed to estimate the human health benefits or impacts associated with changes in Canada's ambient air quality. Using AQBAT, Health Canada performed the initial health economic analysis and provided estimates of the benefits (physical and monetary) of proposed CARA regulations for air pollutants to inform the Regulatory Framework for Air Emissions. Health Canada continued work on the draft particulate matter and ozone assessments (precursors to smog), which will serve as a basis for setting National Air Quality Objectives in support of CARA. Information derived from the human health risk/benefit assessment associated with the use of leaded gasoline in competition vehicles was published in the Canada Gazette I on December 22, 2007. The Department also finalized a risk assessment for inhalable manganese.

Clean Air Regulatory Agenda (CARA)	Environment Canada
CARA Program 6 : Emissions Reporting	Program Activity: 3.3 - Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$39,000,000
Planned Spending for 2007-2008	$8,825,000
Actual Spending for 2007-2008	$7,227,465 Salary O&M G&C Capital $3,460,172 $3,423,593 $343,700 0
Expected Results 2007-2011	Results Achieved in 2007-2008
The emissions reporting program will ensure: the continuation, expansion and enhancement of annual national air emissions inventories, trends, and projections of air pollutants and greenhouse gases (GHGs). that an integrated reporting tool is developed to support compliance with the proposed regulations and a single window reporting system for all emissions and related information is fostered to minimize burden on industries and to provide better linkages with GHG and air pollution strategies.	Canada continued to meet its national system international reporting obligations under the United Nations Framework Convention on Climate Change and Kyoto Protocol by producing a UN compliant national inventory of GHGs. thus gaining eligibility to participate in the Kyoto mechanisms.. Canada also met its international obligations on reporting of air pollutants to the UNECE. In addition to the publication and collection of GHG and air pollutant emissions from CEPA section 46 Notices for both the GHG Reporting program and the air pollutant components of the NPRI, an additional S71 Notice was published December 8, 2007 requiring facilities that would be covered by the proposed regulations to report their 2006 emissions of greenhouse gases and air pollutants and other data. A multi-year project was initiated in 2007-2008 to work towards a single, harmonized system for mandatory reporting of all air pollutant and GHG emissions to Environment Canada programs as well as to other jurisdictions, and an interim reporting system to support the S71 Notice was successfully implemented.

Clean Air Regulatory Agenda (CARA)	Environment Canada
CARA Program 7 : Emissions Trading	Program Activity: 3.3 - Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$10,000,000
Planned Spending for 2007-2008	$2,533,000
Actual Spending for 2007-2008	$1,599,257 Salary O&M G&C Capital $899,644 $699,613 0 0
Expected Results 2007-2011	Results Achieved in 2007-2008
To establish a greenhouse gas and air pollutant (NOx and SO2) domestic emissions trading systems as well as a domestic greenhouse gas offset system and consideration will be given to establishing a parallel offset system for air pollutants. To provide a foundation should Canada decide to begin negotiations with the U.S. to join their NOx and SOx trading systems. To encourage emissions reduction technology development and deployment through market driven financial incentives provided by emissions trading systems.	Consultations with provinces/territories, industry, environmental groups, First Nations and other interested stakeholders on the design of the emission trading system for greenhouse gases, including the Offset System for Greenhouse Gases, the Credit for Early Action Program, and bankability/tradability of the credits. Policy recommendations accepted by Cabinet on the design of the emission trading system for greenhouse gases, including Canada's Offset System for Greenhouse Gases, Canada's Credit for Early Action Program, and the types of credits to be accepted for domestic compliance from the UN's Clean Development Mechanism. Advice to Legal Services on drafting the emission trading component of the proposed Greenhouse Gas Regulations. Preliminary design of the Domestic Credit Tracking System was started (to be completed in 2008-09). Publication of Canada 's Credit for Early Action Program and Canada 's Offset System for Greenhouse Gases on March 10, 2008. Canada-US modelling of emission trading of air pollutants in the electricity sector using the Integrated Planning Model was completed.

Clean Air Regulatory Agenda (CARA)	Environment Canada
CARA Program 8 : Enforcement Advice and Reporting on Progress	Program Activity: 3.3 - Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$7,000,000
Planned Spending for 2007-2008	$1,756,000
Actual Spending for 2007-2008	$590,220 Salary O&M G&C Capital $385,659 $204,561 0 0
Expected Results 2007-2011	Results Achieved in 2007-2008
To produce an annual "State of the Air Report", that will inform Canadians on the current status, trends, and factors influencing the quality of air in Canada. To establish a benchmark against which to monitor national progress and policy effectiveness. To ensure the "enforceability" of proposed regulations in the drafting stages, as well as preparing for enforcement of the eventual regulations through activities such as the training of enforcement officers.	Created a mapping extension that provides Environment Canada staff with the ability to generate detailed emissions (for the 2002 and 2005 EI) maps of the primary precursors of particulate matter and ozone from different source types. This includes the ability to produce similar map layers for U.S. Counties based on the US EPA's 2002 National Emissions Inventory (NEI). Conducted an intercomparison study of Canadian continuous PM 2.5 monitors with co-located NAPS Reference Method monitors to assess their performance and investigate the use of data transformation methods to improve their performance. Co-hosted a PM 2.5 Continuous Monitoring Meeting with NAPS to develop recommendations on performance criteria for continuous PM 2.5 instruments operating across Canada. These criteria will ensure consistent and comparable data for PM 2.5 reporting requirements.

Clean Air Regulatory Agenda (CARA)	Environment Canada
CARA Program 9 : Policy Development, Analysis and Coordination	Program Activity: 4.1 - Integrated policy advice, communication and information strategies enable effective decision making
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$8,000,000
Planned Spending for 2007-2008	$2,000,000
Actual Spending for 2007-2008	$1,578,272 Salary O&M G&C Capital 1,066,173 512,099 0 0
Expected Results 2007-2011	Results Achieved in 2007-2008
To maintain policy capacity to support decision making within the federal government, by providing sound policy analysis and advice on further elaboration of the clean air/climate change component of the environmental agenda.	Economic modeling analysis of key elements of the Industrial Regulatory Framework. The analysis examined impacts of the industrial regulatory on key parameters such as emission reductions, energy prices and economic growth by sector. Publication on March 10, 2008 of key reports: Turning the Corner : Detailed Emissions and Economic Modelling - this report provides analysis of the Industrial Regulatory Target and the overall 20% reduction target relative to 2006 levels by 2020. Turning the Corner : Canada's Energy and GHG Emissions Projections (National Tables and Provincial and Territorial Tables) - this report provides the energy, emission and economy baseline underlying the impact analysis of the Government's Turning the Corner plan.

Clean Energy Theme Programs

Clean Energy	Natural Resources Canada
Clean Energy Program 1: ecoENERGY for Buildings and Houses	Program Activity: 1.3 Energy
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$61,000,000
Planned Spending for 2007-2008	$13,800,000 Planned Spending post approvals in 2008-09 ARLU and 2007-2008 Supplementary Estimates (Transfer of $649,515 to National Research Council).
Actual Spending for 2007-2008	$10,468,518
Expected Results 2007-2011	Results Achieved in 2007-2008
Increased energy efficiency of buildings; 25% efficiency improvement of housing. Development and Implementation of a labelling system for new and existing buildings. Labelling of 160,000 existing and 30,000 new houses and 400 buildings. Energy savings of 17.1 to 19.0 Petajoules. Annual emission reductions of between 1.3 and 1.4 Mt /yr. of greenhouse gases , 0.8 and 1.1 kilotonnes/yr. of SO2, 3.0 to 4.1 kilotonnes/yr. of CO, and other Criteria Air Contaminants. NRC: The final outcome of the project (March 2011) will be the development of the Model National Energy Code of Canada for Buildings.	Completed industry consultation on the pilot labelling system. Developed pilot label for buildings, with labelling to occur in 2008-09. Six provinces have announced changes to building codes to achieve an energy efficiency rating of 80 on NRCan's EnerGuide Rating System. NRCan issued 102,834 labels for existing houses and 6,661 for new houses. NRCan transferred funds to NRC to hire two technical advisors for the update process for the Model National Energy Code for Buildings and to establish and fund 5 working level committees and a management committee, the Standing Committee on Energy Efficiency in Buildings. The Standing Committee was established and held its first meeting and the working level groups were created. Staffing began on the hiring of the two technical advisors. Estimated 0.2 MT of GHG savings.

Clean Energy	Natural Resources Canada
Clean Energy Program 2: ecoENERGY Retrofit	Program Activity: 1.3 Energy
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$220,000,000
Planned Spending for 2007-2008	$35,350,000
Actual Spending for 2007-2008	$31,208,000
Expected Results 2007-2011	Results Achieved in 2007-2008
Existing Building Initiative (EBI) Extension It is expected that the extension will result in up to 300 new retrofit projects and energy audits, which will result in reductions in 0.2 Mt of GHGs.	230 implementation proposals were submitted for building retrofit projects. 86 contribution agreements were signed as of July 2008. Estimated 0.07MT GHG savings from signed contribution agreements. Estimated 0.07 MT of GHG savings.
ecoENERGY Retrofit Initiative - Homes Reduced energy consumption and lower GHG and CAC emissions. Reductions of up to 30% in energy use and up 4 tonnes of GHG emissions/year/house. Anticipated energy savings of 6.08 to 6.75 PJ/yr in 2011. Reductions of fossil fuels use and electricity generated using fossil fuels that presently convert to annual emissions reductions of between 0.4 and 0.5 Mt/yr of greenhouse gas emissions, 296 to 368 tonnes/yr of NOx, 171 to 625 tonnes/yr of SO2, 0.8 to 1.1 kilotonnes/yr of CO, and the following criteria air contaminants: PM10, 163-611 kt/yr; PM2.5, 149-459kt/yr; VOC 141-221kt/yr. Increased adoption of energy efficient and renewable energy technologies, systems & products. Increased awareness of the potential for, and methods of, reducing energy use and emissions in housing. Improved air quality as a result of lower energy consumption and consequent reduction in emissions.	102,834 homes had a pre-retrofit energy evaluation and 12,000 grants were paid. The average grant was valued at $1064 with average energy savings of 48.4 Gj per house per year. 10% of grant recipients have included renewable technologies and products in their renovation. 293,630 inquiries were made about energy efficiency and 244,836 publication requests received. Estimated 0.04 MT of GHG savings.
ecoENERGY Retrofit Initiative - Small and Medium Organizations Intermediate Outcome Increased activity in small and medium organizations buildings and industry sectors related to energy saving projects. Final Outcome Energy savings that result in reduction of GHG emissions and CACs.	96 retrofit projects were funded in small and medium organizations representing fewer than 500 employees or less than 10,000 square metres (buildings). Estimated 0.03 MT of GHG savings.

Clean Energy	Natural Resources Canada
Clean Energy Program 3: ecoENERGY for Industry	Program Activity: 1.3 Energy
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$18,000,000
Planned Spending for 2007-2008	$4,100,000
Actual Spending for 2007-2008	$3,388,000
Expected Results 2007-2011	Results Achieved in 2007-2008
Intermediate Outcomes Industry implements energy efficiency projects and practices. Final Outcome Energy savings that result in reduction of GHG emissions and CACs.	156 new companies have registered their corporate commitments to improve energy efficiency and have become CIPEC leaders. 1,200 industrial participants attended Dollars to $ense training workshops - adding to the approximately 14,000 trained since 1997. Three benchmarking studies were completed or are underway along with six in-depth assessments to find energy savings opportunities. Two projects were initiated as part of a federal-provincial collaboration on energy management standards and information systems. Estimated 0.3 MT of GHG savings.

Clean Energy	Natural Resources Canada
Clean Energy Program 4: ecoENERGY for Renewable Power	Program Activity: 1.3 Energy
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$276,000,000
Planned Spending for 2007-2008	$21,650,000
Actual Spending for 2007-2008	$17,503,000
Expected Results 2007-2011	Results Achieved in 2007-2008
Outcomes Annual production of 14.3 terawatt-hours of electricity or about 4000 MW of capacity depending on the mix of energy sources, by 2011, which presently convert to annual emission reductions of between 6 and 6.7 Mt for greenhouse gases and, for criteria air contaminants (CACs), the most significant are 2 to 3 kilotonnes of NOx, 3 to 12 kilotonnes of SO2, 0.6 to 4 kilotonnes of PM10, and other CACs. Greater experience in Canada with more low-impact renewable power generation by utilities, independent power producers and other stakeholders.	12 Contribution Agreements signed for 948 MW of new electricity expected to produce 3 terawatt-hours per year (TWh/yr), out of which 10 are in operation for a total of 757 MW and expected production of 2.4 TWh/yr. 165 Notices of Project Applications were registered as of March 31, 2008. The 10 projects currently in operation will displace an average of 1.12 MT of GHGs per year.

Clean Energy	Natural Resources Canada
Clean Energy Program 5: ecoENERGY for Renewable Heat	Program Activity: 1.3 Energy
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$36,000,000
Planned Spending for 2007-2008	$8,000,000
Actual Spending for 2007-2008	$5,187,000
Expected Results 2007-2011	Results Achieved in 2007-2008
Outcomes The deployment of up to 700 solar thermal technology units in ICI (Industrial, Commercial and Institutional) sectors. Up to 8 residential sector pilot projects collaborations (each deploying many solar thermal units) are expected to be financially supported. Energy savings of 0.35 petajoules, which converts to annual emission reductions of about 20 kilotonnes of GHG, 9.8 kilotonnes of NOx, and 19 to 32 tonnes of SO2. Industry capacity development is expected to result in the development of two standards for renewable thermal technologies, certification of up to 8 solar water systems to standards, two annual industry surveys, development and distribution of at least three new technology publications for public information, development of two renewable energy occupational standards.	111 solar thermal systems installed in Industrial/Commercial/Institutional sectors (91 solar air systems, 20 solar water systems). These installed systems are expected to result in energy savings of 41820 GJ/year and 2.673 kilotonnes of GHGs reduced per year. 13 residential pilot projects were selected in 2007-2008 and are expected to result in the installation of 8000 solar domestic water heaters by 2010. Contribution agreements for the selected pilot projects will be signed in 2008-09. Development of Standards underway. Agreements signed with 4 companies for the certification of solar water systems.

Clean Energy	Natural Resources Canada
Clean Energy Program 6: ecoENERGY for Technology Initiative	Program Activity: 1.3 Energy
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$226,440,000
Planned Spending for 2007-2008	$8,710,000
Actual Spending for 2007-2008	$5,194,000
Expected Results 2007-2011	Results Achieved in 2007-2008
Outcomes An improved suite of clean energy technologies and improved regulations to ensure their uptake. Increased involvement and collaboration of the research community and key stakeholders. Increased awareness and understanding of technologies and processes associated with reducing air emissions. Increased capability to develop new and improved energy systems and technologies that contribute to clean air objectives; and a consolidated program. The new technologies will be expected to lead to significantly reduced emissions of particulates, gaseous pollutants, toxic substances and greenhouse gases from the production and use of energy. The new knowledge/technology will enable the development of regulations, codes and standards.	Collaborative agreement on front-end engineering design project for a proposed clean coal gasification power plant (federal-provincial-industrial sector). http://www.nrcan-rncan.gc.ca/media/newcom/2007/2007104-eng.php Co-sponsor of international conference on plug-in hybrid electric vehicles (pHEVS) to raise awareness of this emerging technology. Extensive preparation for the $140M Call for Proposals (announced April 4, 2008) in two areas : 1) technology development to reduce the environmental impact of oil sands; and, 2) carbon capture and storage technologies to reduce GHG emissions from oil sands and coal-fired electricity plants. Selected projects resulting from the call process are anticipated to begin in early 2009.

Clean Energy	Natural Resources Canada
Clean Energy Program 7: Policy, Communications, Monitoring and Reporting	Program Activity: 1.3 Energy, 1.4 Sustainable Forest
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$24,600,000
Planned Spending for 2007-2008	$6,140,000
Actual Spending for 2007-2008	$5,263,950
Expected Results 2007-2011	Results Achieved in 2007-2008
Policy Outcomes Climate change and clean air policies are well-analyzed and their implications understood such that policy options can be presented to senior officials and ministers for decision. Effective coordination of, and participation in, interdepartmental processes ensuring effective government management, preparation of materials for Cabinet and the implementation of Cabinet decisions. Future emissions trends are understood enabling informed discussion of emission reduction objectives.	Policy Provided policy documents and advice to the Minister, Deputy Minister and other senior officials in support of policy and program development and decision making. Analyzed relevant policies being proposed/ implemented in other jurisdictions (i.e. provinces, territories, other countries). Conducted policy analysis related to CCS technology, including direct support for the Canada-Alberta ecoENERGY Carbon Capture and Storage Task Force to better understand the key challenges and opportunities associated with the wide-scale deployment of carbon capture and storage technologies in Canada. Worked closely with Environment Canada to finalize the Regulatory Framework for Industrial GHG emissions, consulting with stakeholders including the natural resource industries affected by the new regulations. Contributed to the development and implementation of the Horizontal Management, Accountability and Reporting Framework to ensure the effective and efficient inter-departmental management and coordination of the climate change/clean air programming. Collaborated with EC (lead department) and other government departments on the completion of a Treasury Board Submission outlining the finalized HMARF (i.e. governance structure, strategies for performance measurement, financial management, reporting and audit and evaluation). Worked closely with EC on the Government's modelling activities as part of the Turning the Corner Plan to understand emission trends, and analyze impacts of greenhouse gas and air pollutant mitigation polices. Collaborated with EC (lead department) and other departments to prepare Clean Air Regulatory Agenda's sectoral economic assessments. Updated NRCan's MAPLE-C forecasting model. Extended the model's parameters to estimate emissions levels up to the year 2030. Enhanced its capabilities to project emissions of Criteria Air Contaminants (CACs) for the electricity sector. Enhanced its oil and gas, industrial, emissions, residential and commercial sub-modules to reflect new market developments and realities.
Strategic Communications Outcomes Targeted audiences understand the government's Clean Energy Agenda and its role in the overall Environmental Agenda. Provision of high-quality communications advice and consistent messaging supports the implementation and uptake of the policies and programs of the government's Clean Energy Agenda. Development of a government-wide communications strategy and messaging ensures a consistent approach for communicating government actions on clean energy and the environment. Outputs Provision of strategic communications advice and support to the government's environmental agenda. Effective and consistent messaging in horizontal communications. Proactive and integrating communications planning.	Strategic Communications 78 announcements were made in support of clean energy programs Developed and maintained the ecoENERGY website Speeches and news releases were developed for ecoENERGY announcements Produced a variety of ecoENERGY information products including information kits, brochures, CCS Task Force report, videos (i.e. CCS) and other promotional materials Responded to 141 media inquiries regarding the ecoENERGY initiatives
Forest Policy & Monitoring Outcomes Forest monitoring and reporting leads to an understanding of the impacts of climate change and other human stresses on Canada's forests. Provision of improved information covering the entire forest area becomes available, enabling policy development and improved forest management practices and business planning to reduce forest loss. Outputs Analysis of policy options, design, and evaluation of emission reduction and adaptation options. Implementation and maintenance of a flexible forest inventory and related monitoring systems through partnerships with the provinces and territories. Contributions to international climate change negotiation workshops, to universities for modeling work, and for data acquisition shared with provinces/territories, using the existing departmental class contribution authority. Reporting on forests, land-use changes and air emissions.	Forest Policy & Monitoring Annual forest-related GHG emission and removal estimates produced and provided to Environment Canada for inclusion in Canada's National Greenhouse Gas Inventory for the period 1990 to 2006. Information sharing agreements in place with all provinces/territories (with the exception of non-forest Nunavut). Two published high-level science-policy notes, two forest management accounting option reports, one forest products carbon modelling report. A scientific paper was published describing analysis behind Canada's 2007 decision to not include forest management in its Kyoto accounting. Four studies reported in peer-reviewed literature and two studies in press. Two studies under review (scientific foundation of the CBM-CFS3 tool, improvement to modeling spruce budworm carbon impacts) and three studies underway (interannual variability in forest GHG balances, climate impacts on forest productivity, comparison of results from multiple models for two forest sites). CFS science and policy experts participated in numerous presentations/discussion in Canada (e.g. to senior federal, provincial, territorial and industry officials) and internationally on options. A Senior CFS Scientist was a Lead Author of the IPCC Fourth Assessment Report on forest mitigation options.

Clean Energy	Indian and Northern Affairs Canada
Clean Energy Program 8: ecoENERGY for Aboriginal and Northern Communities	Program Activity: 2.4 Health Northern Communities
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$15,000,000
Planned Spending for 2007-2008	$3,750,000
Actual Spending for 2007-2008	$3,411,225
Expected Results 2007-2011	Results Achieved in 2007-2008
Immediate Outcomes Northern and Aboriginal communities are engaged and participating in the ecoENERGY Program. Improved northern and Aboriginal technical and management skills for clean energy. Successfully implemented renewable energy and energy efficiency projects. Intermediate Outcomes Northern and Aboriginal communities are equipped with knowledge and tools to increase energy efficiency of community infrastructure. Decrease in emissions of GHG and CAC in northern and Aboriginal communities. Increased energy efficiency and use of renewable energy in northern and Aboriginal communities. More reliable infrastructure in northern and Aboriginal communities. Energy cost savings in northern and Aboriginal communities. Final Outcomes Reduced greenhouse gas emissions and criteria air contaminants in northern and Aboriginal communities. Sustainable and healthy northern and Aboriginal communities.	Website communicating program to staff and external stakeholders in place and maintained. 23 program inquiries received. Regional and external contacts identified and engaged as part of 'clean energy network.' 3 clean energy conferences attended by program staff. Over 200 stakeholders made aware of opportunities available through the program. RFP for Standing Offer Agreement issued for technical feasibility and project management advice for implementation in 2008/09. 20 Aboriginal and northern community projects reviewed and advice provided. 14 renewable energy projects funded, $1,922,449/$3,411,225 = 56% of program funding on renewable energy projects, and 81% of Grants and Contributions. 1 energy efficiency project funded, $100,000/$3,411,225 = 3% of program funding on energy efficiency projects and 4% of Grants and Contributions. 8 community energy plans funded $126,700/$3,411,225 = 4% of program funding on community energy plans and 5% of Grants and Contributions.

Clean Transportation Theme Programs

 

Clean Transportation	Transport Canada
Clean Transportation Program 1: ecoMobility Program	Program Activity: 3.1 Policies and Programs in support of sustainable development
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$9,337,992
Planned Spending for 2007-2008	$810,899
Actual Spending for 2007-2008	$379,365
Expected Results 2007-2011	Results Achieved in 2007-2008
Short-term results include Municipalities implement targeted TDM (Transportation Demand Management) initiatives; TDM project participants are more aware of sustainable transportation options; Tools and program modules to support TDM project implementation developed; TDM practitioners and decision-makers have requisite knowledge to foster ongoing implementation and measurement of TDM policies and programs. Longer-term expected results include TDM project participants reduce the vehicle kilometres traveled within their jurisdictions; TDM project participants increase the share of trips within their jurisdictions via less energy intense modes; Municipalities incorporate TDM approaches in their plans and operations; Professional expertise for TDM increases. The ultimate outcomes would be reductions in greenhouse gas (GHG) and criteria air contaminants (CAC) emissions in urban passenger transportation sector and an increase in use of TDM in Canadian municipalities.	In 2007-2008, first year of the program, Transport Canada conducted focused research and program implementation consultations with a broad range of stakeholders to maximize the program's relevance and effectiveness. Based on the research findings, Transport Canada developed the Applicant's Guide for the contribution program under ecoMOBILITY. Transport Canada launched a request for proposals (RFP) for transportation demand management (TDM) projects from municipalities and regional transportation authorities. Began to develop an implementation plan for the capacity building component of the program. Specific projects were: The development of an RFP for the creation of standard measurement guidelines for TDM projects, and The development of national networks for TDM practitioners.

Clean Transportation	Transport Canada
Clean Transportation Program 2: ecoTechnology for Vehicles Program	Program Activity: 3.1 Policies and Programs in support of sustainable development
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$14,028,900
Planned Spending for 2007-2008	$2,869,726
Actual Spending for 2007-2008	$1,560,704
Expected Results 2007-2011	Results Achieved in 2007-2008
Immediate Outcomes Increased knowledge about technologies and vehicles generated. Information on the program, the technologies, and the vehicles effectively disseminated to the Canadian consumer and automotive industry Immediate Outcomes Increased public awareness. Increased penetration of advanced vehicles in the market place. Ultimate Outcome Reduced Greenhouse gas (GHG) emissions from transportation sources in 2010/11.	In 2007-2008, the eTV program Began the procurement process to acquire the next generation of vehicles and technologies for testing and evaluation. Completed a global environmental scan of all emerging technologies and developed protocols for testing and evaluation. The program published a series of informative technical articles for the eTV web site. These articles, program tests and evaluation results were shared with Canadians to promote consumer understanding and acceptance of cutting-edge technologies that reduce the environmental impacts of motor vehicles. Showcased vehicles and technologies at over 22 events across the country, ranging from major Canadian international auto shows (in Toronto, Montreal and Vancouver) to consumer lifestyle or environmental shows, providing over 23,000 Canadians with information on advanced environmental technology for vehicles. Continued to work in cooperation with the automotive industry, other government departments, and consumers to better identify barriers to the introduction of advanced vehicle technologies in Canada.

Clean Transportation	Transport Canada
Clean Transportation Program 3: National Harmonization Initiative for the Trucking Industry	Program Activity: 3.1 Policies and Programs in support of sustainable development
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$5,412,565
Planned Spending for 2007-2008	$755,246
Actual Spending for 2007-2008	$319,530
Expected Results 2007-2011	Results Achieved in 2007-2008
This contribution program is designed to achieve the following objectives. Support the government's platform commitments on the environment and Clean Air Agenda by contributing to modal efficiency and reducing air emissions and energy use in the transportation sector; Support the removal of regulatory barriers to enable the harmonization of provincial/territorial regulations in order to adopt emissions-reducing technologies in the Canadian Trucking Industry; and Support an increase in the freight transportation industry's participation in air emissions reduction initiatives. Anticipated short-term results of this program include Provinces and territories agree to consider amending their regulations to permit the implementation of emissions-reducing technologies in the trucking industry; and Provinces and territories agree to the removal of regulatory barriers that will enable harmonization of provincial/territorial regulations. Anticipated long-term results of the program include Removing regulatory barriers and developing best practices in a harmonized approach across Canada, allowing for the implementation of emissions-reducing technologies in the trucking industry; and Achieving the ultimate outcome of a reduction of GHG emissions and air pollutants in the trucking industry and indirectly increasing competitiveness.	Completion of a comprehensive set of six studies and assessments to review the implications of a national speed limiter mandate for heavy trucks. A national mandate could realize annual on-road diesel savings of 228 million litres or 0.64 Mt GHG.

Clean Transportation	Transport Canada
Clean Transportation Program 4: Freight Technology Demonstration Fund	Program Activity: 3.1 Policies and Programs in support of sustainable development
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$9,281,901
Planned Spending for 2007-2008	$776,120
Actual Spending for 2007-2008	$613,172
Expected Results 2007-2011	Results Achieved in 2007-2008
The contribution program is a direct response to the rapid growth in freight transportation activity, which is predicted to lead to increased emissions. This contribution program is designed to achieve the following objectives Support improvements in modal and inter-modal freight efficiency and reduce air emissions and energy use in the freight transportation sector; and Demonstrate and encourage the take-up of innovative environmental technologies and efficient best practices within the freight transportation sector that can reduce GHG emissions and air pollutants. In the short term, this initiative is designed to achieve the following results Support the testing of new and underutilized technologies; Enable the transfer of knowledge from demonstrations to broader industry; Implement pilot projects; and Demonstrate results achieved by industry. In the medium to long term, this initiative is designed to achieve the following results Adoption of environmentally friendly technologies and best practices by the freight industry; Reduction of GHG emissions and air pollutants from the transportation sector; and Improved efficiency in the transportation industry.	The program staff promoted the Freight Technology Demonstration Fund at a program booth at 10 modal conference and events. The management team also spoke about the ecoFREIGHT program at 15 events through formal and informal presentations. These promotion activities had a positive effect as 47 proposals for demonstration were submitted for the first round of funding. This is a record number of proposals based on the previous programs experience. The selected projects under the Freight Technology Demonstration Fund have good potential to actually reduce emissions and cover all modes. Eight projects were selected for a total funding of $2.4 M, which is around 40% of the program allotted G&C budget.

Clean Transportation	Transport Canada
Clean Transportation Program 5: Freight Technology Incentive Program	Program Activity: 3.1 Policies and Programs in support of sustainable development
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$9,593,027
Planned Spending for 2007-2008	$465,460
Actual Spending for 2007-2008	$371,344
Expected Results 2007-2011	Results Achieved in 2007-2008
The contribution program is a direct response to the rapid growth in freight transportation activity, which is predicted to lead to increased emissions. This contribution program is designed to achieve the following objectives Support improvements in modal and inter-modal freight efficiency and reduce air emissions and energy use in the freight transportation sector; and Encourage the take-up of innovative environmental technologies within the freight transportation sector by reducing the cost barriers of the technologies. In the short term, this initiative is designed to achieve the following results Provide incentives for the purchase and installation of proven technologies; and Acquisition and installation of equipment by project proponents. In the medium to long term, this initiative is designed to achieve the following results Greater adoption of efficiency enhancing equipment; Reduction of GHG emissions and pollutants from the transportation sector; and Improved efficiency in the transportation industry.	The program staff promoted the Freight Technology Incentive Program at a program booth at 10 modal conference and events. The management team also spoke about the ecoFREIGHT program at 15 events through formal and informal presentations. These promotion activities had a positive effect as 62 proposals for incentives were submitted for the first round of funding. This is a record number of proposals based on the previous programs experience. The selected projects under the Freight Technology Incentives Program have excellent potential to reduce emissions. Selected projects cover three modes, air, rail and truck. 15 projects were selected for a total funding of $3.7M, which is almost half of the program allotted G&C budget.

Clean Transportation	Transport Canada
Clean Transportation Program 6: ecoFreight Partnerships	Program Activity: 3.1 Policies and Programs in support of sustainable development
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$6,325,408
Planned Spending for 2007-2008	$1,339,883
Actual Spending for 2007-2008	$447,078
Expected Results 2007-2011	Results Achieved in 2007-2008
International Partnerships on Emissions Reductions The International Partnerships on Emissions Reductions will provide for increased presence at International committees, Working Groups, and other fora that develop international approaches in aviation and marine modes. The result of this activity will be more stringent regulations, standards, best practices or guidelines being developed leading to an overall reduction of GHG emissions and air pollutants and improved efficiency from the aviation and marine sectors. Transportation Industry Partnership Initiative TC will implement and monitor the existing Memorandum of Understanding (MOU) with the Air Transport Association of Canada. TC will also sign, implement and monitor a MOU with the Railway Association of Canada. TC will establish similar partnerships with the marine industry. Program activities will include providing the secretariat function for the various MOU Management Committees; review of annual and progress reports; and oversight audits. TC will also conduct joint studies and initiatives with industry to foster progress towards the emissions targets and continue to play a facilitator role in helping the industry to address barriers to emissions reduction that are beyond the scope of individual industries. This initiative will lead to voluntary agreements where modal associations and their members commit to reduce their air emissions. Efficiency Program for Freight Shippers and Forwarders TC will draw upon the results of recent focus groups to establish new partnerships directly with users of the freight systems to improve their transportation decision-making and increase the adoption of more sustainable modal choices and practices. TC will conduct studies, benchmarking and other initiatives to identify and produce the information required by shippers and forwarders to inform their transportation decisions. TC will also work with industry on annual surveys on industry environmental practices and decision-making, and sponsor and/or host conferences, workshops, etc. This program will educate users of the freight systems on the impacts made as a result of their freight transportation selection decisions. With this knowledge, users will be able to include environmental impacts in the decision making process when selecting between modes and carriers during their freight transportation decisions.	MOU with the Railway Association of Canada was signed in May 2007 First annual report under the Air Transport Association of Canada (ATAC) MOU to confirm attainment of annual target, and the RAC MOU to confirm that the industry is on the path to reach its 2010 target. Both have been published and are available on the Web A rail conference was organized in 2007-2008 to inform representatives from the rail industry, manufacturers, provincial and federal departments of opportunities. The event was held in May 2008. Sponsored two conferences / panels to increase awareness and promote best-in-Class carriers and shippers Sponsored an industry survey to monitor the environmental consideration of shippers and identify trends. Web based information network initiated as the main channel to increase awareness of both carriers and shippers of technology and best practices opportunities, and sustainable transportation choices. The program website was launched with new program information such as program guidelines and application forms. New pages are in the development phase with additional information including case studies of current and previous technology trials. The 2007 Canadian Industrial Transportation Association (CITA) member's benchmarking survey was completed. This is the third survey sponsored by freight program, and this one allows now identifying some trends in the shippers' perception of environmental issues. Sponsored two awards that were presented to shippers' and/or carriers who demonstrate strong environmental leadership and promote green transportation standards. The Supply Chain and Logistics Green Supply Chain Award went to J.D. Smith & Sons and UPM Kymmene in 2007. Novex Delivery Solutions was presented the ecoFREIGHT Transportation Award at the 2008 Globe Awards.

Clean Transportation	Transport Canada
Clean Transportation Program 7: Marine Shore Power Program	Program Activity: 3.1 Policies and Programs in support of sustainable development
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$6,089,617
Planned Spending for 2007-2008	$318,620
Actual Spending for 2007-2008	$159,006
Expected Results 2007-2011	Results Achieved in 2007-2008
The contribution program is a direct response to the rapid growth in freight transportation activity, which is predicted to lead to increased emissions. This contribution program is designed to achieve the following objectives Support improvements in modal and inter-modal efficiency and reduce air emissions and energy use in the transportation sector; and Demonstrate and encourage the take-up of marine shore power installations in Canadian ports. In the short term, this initiative is designed to achieve the following results Funding of pilot projects for marine shore power; Transfer of knowledge and dissemination of results; Purchase and installation of marine shore power equipment by demonstration proponents; and Increased awareness and understanding of marine shore power opportunities. In the medium to long term, this initiative is designed to achieve the following results Greater adoption of marine shore power equipment in Canadian ports; Reduction of GHG emissions and air pollutants from the marine sector; and Improved efficiency in the transportation industry. The ultimate outcomes would be To reduce emissions of GHG and air pollutants by 2010/11 in the marine transportation sector.	The delivery of the Marine Shore Power program was placed on hold pending the coming into force of the Canada Marine Act amendments that would remove restriction to the provision of funding to Canadian Port Authorities. In 2007-2008, Transport Canada consulted with the Association of Canadian Port Authorities and terminal operators in order to promote the program. Applicants Guide and evaluation criteria were prepared in readiness for the first funding round, once the amendment entered in force.

Clean Transportation	Transport Canada
Clean Transportation Program 8: Analytical and Policy Support	Program Activity: 3.1 Policies and Programs in support of sustainable development
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$3,829,191
Planned Spending for 2007-2008	$741,629
Actual Spending for 2007-2008	$720,189
Expected Results 2007-2011	Results Achieved in 2007-2008
The overarching goal of this initiative is to help ensure the provision of the analytical and policy expertise necessary to support and further develop research, policies and programs related to the federal priorities of sustainable transportation, clean air and climate change.	In 2007-2008, the following studies were conducted to provide analytical and policy support: Active transportation; Shipping; Emissions trading; Fuel efficiency technologies in the heavy-duty truck sector; Transportation GHG emission estimates by mode and type of activity; Validation of GHG study estimates. In addition, two stakeholder workshops on active transportation were conducted.

Clean Transportation	Transport Canada
Clean Transportation Program 9a: ecoAUTO Rebate Program (Transport Canada component)	Program Activity: 3.1 Policies and Programs in support of sustainable development
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$251,818,351
Planned Spending for 2007-2008	$74,622,027
Actual Spending for 2007-2008	$73,757,589
Expected Results 2007-2011	Results Achieved in 2007-2008
The main objective of the ecoAUTO Rebate Program is to pursue incentives to encourage the purchase of more fuel efficient personal vehicles, thereby reducing air emissions and energy use in the transportation sector in support of the Government's Clean Air Agenda. Reduction of GHG emissions and air pollutants from the urban passenger transportation sector. Increase in advanced fuel efficiency technology penetration into the Canadian vehicle market. A more networked government providing timely, citizen-centred service to the applicants of the program through an efficient Call Centre, In-Person Network and Processing Centre.	On March 19, 2007, Budget 2007 announced the ecoAUTO Rebate Program. Budget 2007 stated that while the rebate for fuel-efficient vehicles went into effect March 20, 2007, the payment of rebates would be made once administration and delivery systems have been put in place, with a target date of fall 2007. The program was designed, sought the appropriate approvals and was operational on October 1, 2007. The program encouraged the purchase of NEW fuel-efficient vehicles by offering rebates to eligible recipients that buy or enter into leases of 12 months or more for an eligible vehicle registered for use in Canada. A list of eligible 2006 , 2007 and 2008 model year vehicles was published using a Combined Fuel Consumption Rating (CFCR) of 6.5 L/100km or less for new automobiles, and a CFCR of 8.3 L/100km or less for new minivans, sport utility vehicles and other light trucks. In addition, rebates for the purchase of new flexible-fuel vehicles with combined fuel consumption E85 ratings of 13.0 L/100km or less were issued Over 65,000 ecoAUTO Rebate applications processed. $71,342,000 distributed to eligible participants. 413,932 Web visits The number of eligible vehicle meeting the fuel consumption requirements increased to 32 from 21 for the 2008 model year.

Clean Transportation	Human Resources and Social Development Canada
Clean Transportation Program 9b: ecoAUTO Rebate Program (HRSDC component)	Program Activity: 3.1 Policies and Programs in support of sustainable development
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$11,000,000
Planned Spending for 2007-2008	$7,000,000
Actual Spending for 2007-2008	$7,000,000
Expected Results 2007-2011	Results Achieved in 2007-2008
ecoAUTO Program activities also include receiving and processing applications for rebates to consumers purchasing eligible vehicles, resulting in eligible recipients receiving rebate cheques in a timely manner.	HRSDC administered the processing of ecoAUTO applications for TC. Mail received 74,440 Applications processed 65,958 WEB visit 21,359 Calls received 59,587

Clean Transportation	Natural Resources Canada
Clean Transportation Program 10: ecoENERGY for Personal Vehicles	Program Activity: 1.3 Energy
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$21,000,000
Planned Spending for 2007-2008	$3,950,000
Actual Spending for 2007-2008	$3,886,000
Expected Results 2007-2011	Results Achieved in 2007-2008
Final Outcome Reductions in energy consumption or greenhouse gases or criteria air contaminants from transportation. Intermediate Outcomes Use of transportation best practices that reduce energy consumption or greenhouse gases or criteria air contaminants. Immediate Outcomes Increased capacity to undertake initiatives that reduce energy consumption or greenhouse gases or criteria air contaminants or release of toxic substances. Increased participation in emission reducing activities through partnerships and other program activities. Informed positions on policies and programs influencing transportation technologies and practices. Outputs Financial support.	Final Outcome In 2007/08, a 0.04 MT GHG reduction was estimated to be achieved as a result of program activities such as driver training and campaigns to improve driver habits. The 0.04 MT GHG reduction excludes the impact of the Memorandum of Understanding with the auto industry, for which measurement methodology is still being finalized. Immediate Outcomes Capacity to address emissions through better driving practices and more efficient vehicle purchases was enhanced through extensive training and through the provision of information materials such as educational media articles. There were over 39 million such knowledge transfer opportunities. Increased participation in emission reducing activities occurred as a result of 5 new organizations committing to engaging in emission reducing activities through partnerships and other program activities. As a result of a research study (a survey of trained drivers), the program team learned how some key messages could be improved and clarified for students. This information was used to update the Auto$mart program materials, and as a result trained drivers are expected to have improved capacity to use the best practices they have been taught. Outputs Through a competitive process, the program provided financial support to 5 projects in the amount of $401,840, creating partnerships and increasing capacity to undertake transportation energy efficiency initiatives. 38 proposals were received in total. Program staff held 2 meeting events with the auto industry to develop networks to support transportation energy efficiency initiatives. 350,000 student drivers were trained on energy efficient driving practices using program materials.

Clean Transportation	Natural Resources Canada
Clean Transportation Program 11: ecoENERGY for Fleets	Program Activity: 1.3 Energy
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$22,000,000
Planned Spending for 2007-2008	$3,650,000
Actual Spending for 2007-2008	$2,659,000
Expected Results 2007-2011	Results Achieved in 2007-2008
Final Outcome Reductions in energy consumption or greenhouse gases or criteria air contaminants from transportation. Intermediate Outcomes Use of transportation best practices that reduce energy consumption or greenhouse gases or criteria air contaminants. Immediate Outcomes Increased capacity to undertake initiatives that reduce energy consumption or greenhouse gases or criteria air contaminants or release of toxic substances. Increased participation in emission reducing activities through partnerships and other program activities. Informed positions on policies and programs influencing transportation technologies and practices. Outputs Financial support.	Final Outcome A 0.01 MT GHG reduction was estimated to be achieved as a result of program activities in 2007/08, such as education for fleet managers and professional drivers and a campaign to reduce unnecessary idling at truck stops. Immediate Outcomes The capacity of transportation professionals to address emissions through their decision making was enhanced through training and through the provision of decision-support tools and information materials including workshops. There were over 38,500 such knowledge transfer opportunities. As a result of 4 research studies (on aerodynamics, tires, idle-reduction devices and long-combination vehicles), the program team became aware of new opportunities for reducing emissions from the trucking sector. This information is being used to plan outreach initiatives, and as a result the program expects to provide more comprehensive messaging for the trucking sector. Outputs The program provided financial support to 5 projects in the amount of $254,734, creating partnerships and increasing capacity to undertake transportation energy efficiency initiatives. 6 proposals were received in total. Program staff secured 3 partnerships with stakeholders and developed networks to support transportation energy efficiency initiatives by holding 62 events including presentations, seminars, and workshops. Training and education on fuel efficient driving practices was provided to 503 driving professionals. Program staff developed and produced 3 unique information products containing material to support more energy efficient transportation decisions (e.g. decision support tools, campaigns) targeted at transportation professionals. 4 research studies were conducted (on aerodynamics, tires, idle-reduction devices and long-combination vehicles) and the findings will be used to inform future programming.

Clean Transportation	Environment Canada
Clean Transportation Program 12: Vehicle Scrappage Program (Environment Canada component)	Program Activity: 3.3 Risks to Canadians, their health and their environment form air pollutants and greenhouse gas emissions are reduced
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$92,000,000
Planned Spending for 2007-2008	$1,500,000
Actual Spending for 2007-2008	$733,741
Expected Results 2007-2011	Results Achieved in 2007-2008
The Scrappage program will target personal automobiles that are model year 1995 or earlier, in running condition ("live vehicles") and have been registered and insured for at least the past 6 months. Owners of these vehicles will be offered a suite of incentives that could include: a cash incentive; free transit passes; incentives supporting sustainable transportation alternatives (such as a car sharing membership or rebate on a bicycle); or a rebate on a vehicle of model year 2004 and newer to be provided by manufacturers and/or dealers. There will be regional variations in the type and value of incentives depending on the contribution of local partners such as transit authorities. By the end of four years, the Program will achieve the following results 200,000 in-use vehicles will be scrapped during the four-year life of the Program. Smog-forming emissions will be reduced by a total of nearly 9,000 tonnes of NOx and VOCs, and 214,000 tonnes of greenhouse gas emissions over the life of the Program. Increased use of sustainable transportation alternatives could result in further reductions of greenhouse gas emissions. Increased awareness and understanding among Canadians of the environmental impacts of older vehicles. Responsible recycling of vehicles will prevent the release of toxic substances. The code of practice developed for vehicle recycling through the Program will provide the impetus to raise standards, nationally, and may be adopted by provinces and territories. Leveraging of federal funding by partners at a ratio of about 3:1 ($3 in incentive value for every $1 in federal funding towards incentives).	Consulted stakeholders on program design and delivery Finalized policy development and program design Awarded $79 million contribution agreement to the Clean Air Foundation to deliver the program Focus group research with owners of old vehicles

Indoor Air Quality Theme Programs

 

Indoor Air Quality	National Research Council
Indoor Air Quality Program 1: Indoor Air Research and Development Initiative	Program Activity: 1.1 Research and development
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$8,000,000
Planned Spending for 2007-2008	$2,000,000
Actual Spending for 2007-2008	$1,222,147
Expected Results 2007-2011	Results Achieved in 2007-2008
Assessment of the Impacts of Improved Indoor Air Ventilation and Indoor Air Distribution on Human Health and Indoor Air Quality Establishment of one Scientific Steering Committee with Institut national de sante publique du Quebec (INSPQ) on intervention field study on Ventilation, Air Distribution and Health (in Quebec City) in 2007/08. One 'Memorandum of Understanding' (MOU) in place with provincial health partner, to complement field intervention study (2008/09). One research modelling and ventilation research facility built and instrumented (2008/09). Two papers, accepted or published in peer-reviewed journals (one in 2009/10, and one in 2010/11). Evaluation of Indoor Air Quality Technologies and Solutions Two stakeholder meetings/workshops with Canadian interest groups and manufacturers, to prioritize IAQ technologies to be tested, validate research protocols, and disseminate findings (2008/09). Three protocols developed on the assessment of "Indoor Air Quality (IAQ) improvement solutions"/technologies (2009/10). Two papers, accepted or published in peer-reviewed journals (one in 2009/10, and one in 2010/11). Two test systems built to test different relevant indoor air quality improvement technologies (2010/11). One collaborative agreement in place to support one Indoor Air Quality solution (by 2010/11). Three "Indoor Air Quality improvement solutions"/technologies tested against three respective protocols (2010/11). One publicly available data set available regarding features of IAQ improvement technologies. Report on procedures in support of rating systems in respect to IAQ (2010/11). Establishment of a National Committee Focusing on Indoor Air Establishment of a consultation/decision-making process to guide industry and relevant stakeholders concerned with Indoor Air Quality (Indoor Air Quality Committee) (2008/09). Two surveys of stakeholders of industry, home owners, general interest groups etc. on awareness of indoor air and improvement strategies (2008/09 and 2010/11).	Scientific Committee established with members of HC, CMHC, INSPQ, and NRC MOU drafted by INSPQ and NRC with respect to the objectives and responsibilities of the intervention field study. New Indoor Air Facility 2/3 complete (building shell and services completed). Survey of scientific literature (in progress); criteria for technology selection drafted. Technology review paper drafted. Paper drafted on scope, composition and role of committee. Held one foundation meeting of stakeholders representing government and industry from across Canada; identified further members and defined scope, mission, and terms reference.

Indoor Air Quality	Health Canada
Indoor Air Quality Program 2: Radon Strategy	Program Activity: 3.1 Healthy Environments and Consumer safety
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$15,000,000
Planned Spending for 2007-2008	$3,500,000
Actual Spending for 2007-2008	$3,384,000
Expected Results 2007-2011	Results Achieved in 2007-2008
Mapping Systematic surveying, mapping and identification of radon hotspots in all major populated areas of Canada that are known or believed to be at risk because of local geological and climatic conditions associated with elevated radon levels. Education and Awareness Heightened knowledge, awareness and sensitivity of all key sectors, as well as Canadian consumers and federal employees and building managers, regarding the nature and extent of risks to human health from exposure to radon and of available prevention and mitigation measures to effectively address those risks. Testing Systematic on-site testing and screening of approximately 15,000 federal buildings and facilities for actual radon levels and their comparison against the new radon guidelines, such inventory consisting of all federal facilities located in known and/or potential high-risk areas.	Completed ground-based analysis of soil gas radon concentrations at 262 sites (in New Brunswick, Nova Scotia, Prince Edward Island, and southern Ontario). Locations around Sarnia in southern Ontario showed higher than average soil gas radon concentrations, suggesting they are potentially radon-rich. Developed a fall/winter 2008 radon marketing/communications strategy focusing on homeowners, commercial building owners, the building industry and public health practitioners. Fourteen radon stakeholder workshops held across Canada as part of strategy to encourage stakeholder involvement in radon testing and remediation. Developed and distributed a radon fact sheet via stakeholders and industry partners. Developed a standard procedure for radon testing in large buildings, starting with federal buildings. Prepared information package on the objectives of the project, the process for testing, and the means by which data and results will be shared. Tested about 1000 buildings across Canada in 2007/08, representing 5% of the stock estimated to be in high-risk areas.

Adaptation Theme Programs

Adaptation	Indian and Northern Affairs Canada
Adaptation Program 1: Assist Northerners in Assessing Key Vulnerabilities and Opportunities	Program Activity: 3.4 Northern Land and Resources
Start Date: April 1, 2008	End Date: March 31, 2011
Total Funding Allocated	$14,000,000
Planned Spending for 2007-2008	$0
Actual Spending for 2007-2008	$338,775
Expected Results 2007-2011	Results Achieved in 2007-2008
Northerners and Aboriginal people will have increased their knowledge and resource capacity to adapt to climate change impacts. Program measures are aimed at improving access to information and increasing technical expertise on adaptation to climate change, evaluating climate risks and identifying responses to risks, putting in place collaborative mechanisms to design effective solutions, and developing adaptation actions by aboriginal and northern communities to address key vulnerabilities. The program supports the distribution of information on tools, best practices and project results to enable communities to integrate climate change risk management in their planning, decision-making and project implementation. Expected results for 2007/08 (from program's RMAF/RBAF) Long Term Outcome Increased capacity of northerners to adapt to climate change impacts. Intermediate Outcomes Increased professional and institutional development related to adaptation to climate change Aboriginal and northern communities have access to support to develop and implement adaptation planning actions Guidance material for developing safer and more reliable infrastructure, and, Planning decisions are based on identified risks. Immediate Outcomes Access to information and increased technical expertise on adaptation to climate change Climate risks evaluated and responses to risks identified and Greater collaboration in place of the design of effective solutions.	(as per RMAF/RBAF performance indicators at output level) 4 Climate change adaptation conferences attended 7 stakeholders aware of the opportunities available through INAC's Adaptation Program Website communicating program to staff and external stakeholders in place and maintained 30 inquiries about INAC's Adaptation Program Climate change Adaptation Program Guide in progress, but not completed 3 projects funded for Adaptation tools (climate change scenarios, risk assessments, outreach materials) 4 projects funded for identification of risks, impacts and risk management strategies related to climate change impacts.

Adaptation	Environment Canada
Adaptation Program 2a: National Air Quality Health Index and Air Quality Forecast Program (Environment Canada component)	Program Activity: 2.1 Improved knowledge and information on weather and environmental conditions influence decision-making
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$21,300,000
Planned Spending for 2007-2008	$4,500,000
Actual Spending for 2007-2008	$4,088,900
Expected Results 2007-2011	Results Achieved in 2007-2008
Air Quality reports and forecasts will be produced by Environment Canada's regional Storm Predictions Centres, supported by Environment Canada's weather and environmental prediction infrastructure and real-time use of data by federal-provincial air quality monitoring programs.	Production and delivery of daily AQI forecasts and advisories/warnings in BC, AB, SK, MB, ON, QC, NB, NS, PEI and NL Production and delivery of twice daily Air Quality Health Index (AQHI) forecasts and related information in Toronto and 14 locations in BC including Vancouver and Victoria Planning, technical development and training required for national transition from the AQI to the new AQHI Production and delivery of ventilation and smoke control forecasts in BC and Yukon Conduct public opinion surveys in Windsor, Toronto plus focus group research in Halifax, Montreal, Toronto, Winnipeg and Vancouver to support AQHI implementation

Adaptation	Health Canada
Adaptation Program 2b: National Air Quality Health Index and Air Quality Forecast Program (Health Canada component)	Program Activity: 2.1 Improved knowledge and information on weather and environmental conditions influence decision-making
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$8,700,000
Planned Spending for 2007-2008	$1,500,000
Actual Spending for 2007-2008	$1,039,630
Expected Results 2007-2011	Results Achieved in 2007-2008
Within the next four years, the expected outcome is for all 27 census metropolitan areas (communities larger than 100,000), collectively accounting for 80% of the Canadian population in Canada, to receive local AQHI forecasts. The longer-term objective is for full national access to the AQHI in all Canadian communities including the north if the necessary monitoring infrastructure exists to support forecasting.	In 2007-2008, Health Canada entered into the implementation phase of the AQHI beginning with Toronto and 14 communities in British Columbia. Groundwork to ensure implementation in at least six additional communities for fiscal year 2008-2009 also took place. The department, together with its partners, laid the foundation to begin implementation in the Greater Toronto Area (Brampton, Burlington, Mississauga, Newmarket, Oakville, and Oshawa), Halifax, NS and Saint John NB in 2008.

Adaptation	Environment Canada
Adaptation Program 3: Improved Climate Change Scenarios	Program Activity: 2.1 Improved knowledge and information on weather and environmental conditions influence decision-making
Start Date: April 1, 2008	End Date: March 31, 2011
Total Funding Allocated	$15,000,000
Planned Spending for 2007-2008	$0
Actual Spending for 2007-2008	$0
Expected Results 2007-2011	Results Achieved in 2007-2008
Accurate climate information and projections are essential to assess impacts and develop robust adaptation strategies and measures. Improved climate change projections and scenarios will be developed by EC particularly on extremes and hazards for vulnerable infrastructure (e.g. bridges and sewers, which require extreme rainfall design information) and for communities across Canada. Key outcomes of this program include: Adaptive decision making, risk reduction and emergency preparedness.	As funds under this program were not approved until April 2008, no work was undertaken in 2007-2008.

Adaptation	Health Canada
Adaptation Program 4: Climate Change and Health Adaptation in Northern/Inuit Communities	Program Activity: 4.1 First Nations and Inuit Health
Start Date: April 1, 2008	End Date: March 31, 2011
Total Funding Allocated	$7,000,000
Planned Spending for 2007-2008	$295,000
Actual Spending for 2007-2008	$0
Expected Results 2007-2011	Results Achieved in 2007-2008
Vulnerable northern communities will have assessed human health risks and impacts related to climate change so as to position themselves to develop locally-relevant contingency plans and adaptation strategies to address priority risks and impacts. As the research will be done by communities - whether individually or as a group - much of this research and the associated mitigation strategies will be transferable to similar communities across the North. Northern communities will have greater capacity/knowledge for development of culturally-sensitive educational and awareness materials on the health impacts of climate change, thereby enabling them to make better local/regional decisions to protect their health. Outcomes will be measured through collection and assessment of media reports, local council meeting minutes, publications and research papers to determine the effectiveness of transferring and applying knowledge on climate change and health adaptation in northern and/or Inuit communities.	There are no results to report for FY 2007-2008 because Treasury Board funding approval was not received until April 3 rd , 2008.

Adaptation	Natural Resources Canada
Adaptation Program 5: Innovative Risk Management Tools	Program Activity: 1.1 Earth Sciences
Start Date: April 1, 2008	End Date: March 31, 2011
Total Funding Allocated	$5,000,000
Planned Spending for 2007-2008	$0
Actual Spending for 2007-2008	$0
Expected Results 2007-2011	Results Achieved in 2007-2008
Information and decision-support tools needed for practitioners (e.g. planners and resource managers) and decision-makers are more readily available; Practitioners and decision-makers use information and decision-support tools to assess risks and opportunities from a changing climate and identify adaptation options; and Strengthened Canadian expertise in development and application of tools for adaptation in Canada.	Completed testing of community tools for adaptation and analyzed needs for supporting information (funding for this activity came from the Climate Change Interim Strategy).

Adaptation	Natural Resources Canada
Adaptation Program 6: Regional Adaptation Action Partnerships	Program Activity: 1.1 Earth Sciences
Start Date: April 1, 2008	End Date: March 31, 2011
Total Funding Allocated	$30,000,000
Planned Spending for 2007-2008	$0
Actual Spending for 2007-2008	$0
Expected Results 2007-2011	Results Achieved in 2007-2008
Information and decision-support tools needed for practitioners and decision-makers to understand risks and opportunities from a changing climate, and identify adaptation options that are available from RAWP members; Practitioners and decision-makers with responsibilities to adapt are engaged on adaptation; Mechanisms to share regional & sectoral information, tools & experiences nationally are used; Improved institutional capacity (meaning staff understanding how to integrate climate change considerations in their organization's decisions in public and private sectors) to address adaptation issues; Strengthened linkages among stakeholders on the issue of adaptation (to share lessons learned); Practitioners (such as engineers and planners) adjust routine practices, guidelines, or codes & standards to respond to the risks and opportunities from a changing climate; and Decision-makers adjust policy, planning, or operations to respond to the risks and opportunities from a changing climate.	Informal meetings were held with provincial and territorial adaptation focal points to discuss possible plans for the Regional Adaptation Collaboratives and determine opportunities for collaboration. Planning for the process to deliver the RACs Program was initiated (development of call letter, communications planning, etc.) Discussed a benchmark survey to provide data for theme and program evaluation of the level of adaptation activity in Canada.

Adaptation	Health Canada
Adaptation Program 7a: Climate and Infectious Disease Alert and Response System to Protect the Health of Canadians (Health Canada component)	Program Activity: 3.1 Healthy Environments and Consumer Safety
Start Date: April 1, 2008	End Date: March 31, 2011
Total Funding Allocated	$7,900,000
Planned Spending for 2007-2008	$550,000
Actual Spending for 2007-2008	$0
Expected Results 2007-2011	Results Achieved in 2007-2008
Health Professional Interventions and Training Canadians and health care professionals will have access to improved knowledge on the health risks of a changing climate in the following key areas: Health professionals and others will have substantially improved understanding of risk factors that make certain vulnerable population groups particularly susceptible to, or at risk from, extreme weather conditions, enabling them to identify and pursue more effective prevention and mitigation measures to protect health. Data collection protocols and reporting frameworks distributed to support reporting on heat-health issues at the provincial and local levels. Pilot Heat Alert and Response Systems Canadians and health care professionals will have access to improved knowledge on the health risks of a changing climate in the following key area: Stakeholders and decision-makers have the information and knowledge to both characterize heat-health risks facing communities, as well as develop appropriate alert and response strategies to protect the health of community members - especially vulnerable populations - in response to situations of extreme heat.	There are no results to report for FY 2007-2008 because Treasury Board funding approval was not received until April 3, 2008.

Adaptation	Public Health Agency of Canada
Adaptation Program 7b: Climate and Infectious Disease Alert and Response System to Protect the Health of Canadians (Public Health Agency of Canada component)	Program Activity: 1.2 Disease Prevention and Control
Start Date: April 1, 2008	End Date: March 31, 2011
Total Funding Allocated	$7,000,000
Planned Spending for 2007-2008	$494,000
Actual Spending for 2007-2008	$251,600
Expected Results 2007-2011	Results Achieved in 2007-2008
Development of a pilot community-based approach to assessing infectious disease risk and effectiveness of response in up to four communities. Canadians will have access to new information to protect their health from risks related to climate change and infectious disease threats; they will be better informed of the actions they need to take to protect themselves and their families through development of new outreach products and response systems. Increased knowledge and ability to predict which areas and sub-populations will be at increased risk as a result of changes to the incidence, prevalence and spread of specified infectious diseases occurring as a result of a changing climate. Further development of Canadian expertise in risk modeling and risk mitigation as it relates to changes in climate and the impact on human health. Tools and recommendations are available to support provinces, territories and local municipalities in the development and provision of social and public health care services in response to infectious disease events. Provinces, territories and local governments, including public health authorities, will be provided with the research, evidence base and risk analysis to develop and implement prevention and mitigation strategies at the local and provincial level.	Program development planning was undertaken and preliminary contact with potential partners was made. Scientific and other equipment were purchased and some training occurred.

International Actions Theme Programs

 

International Actions	Environment Canada
International Actions Program 1a: International Obligations (Environment Canada component)	Program Activity: 4.2 Relations with other governments and partners are managed in support of environmental priorities
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$2,892,000
Planned Spending for 2007-2008	$1,023,000
Actual Spending for 2007-2008	$962,268
Expected Results 2007-2011	Results Achieved in 2007-2008
The establishment of the national registry will protect Canada's international credibility by allowing Canada to remain engaged in the Kyoto Protocol and avoiding a non-compliance proceeding. Payment of membership dues and active participation in international technology partnerships outside the UN will strengthen Canada's credibility and influence discussions on a future climate change agreement.	Canada established its national registry. Canada made its assessed contributions, as well as voluntary contributions to the United Nations Framework Convention on Climate Change. Canada participated in technology-related partnerships outside of the UN, including the Renewable Energy and Energy Efficiency Partnership in order to promote and support the development of clean technologies needed to reduce GHG emissions and address climate change. Canada provided support to non-UN agencies with the goal of enhancing understanding and assessing options for the development of a future climate change agreement.

International Actions	Foreign Affairs and International Trade Canada
International Actions Program 1b: International Obligations (Foreign Affairs and International Trade Canada component)	Program Activity: 1.3 Global Issues
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$1,908,000
Planned Spending for 2007-2008	$477,000
Actual Spending for 2007-2008	$404,316
Expected Results 2007-2011	Results Achieved in 2007-2008
Canada , in continuing to meet its funding obligations for the UN Climate Change Secretariat, will contribute to its international reputation and the overall functioning of this organization, assisting to ensure that the Secretariat will be able to continue to organize future meetings.	International funding obligations for 2007-2008 were met.

International Actions	Environment Canada
International Actions Program 2a: International Participation and Negotiations (Environment Canada component)	Program Activity: 3.3 Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$11,400,000
Planned Spending for 2007-2008	$3,000,000
Actual Spending for 2007-2008	$3,247,607
Expected Results 2007-2011	Results Achieved in 2007-2008
Given the interdisciplinary and collaborative approach among departments on this component, some expected outcomes of this work are shared across departments. These shared expected outcomes are: Effective coordination of issues, matters and policy perspectives related to international climate change across relevant departments. Ministers are kept apprised of relevant issues affecting their portfolios. Analytically-sound options for Canadian negotiating positions are developed, analyzed and broadly coordinated through the interdepartmental process. Outcomes of international negotiations and initiatives are consistent with Canada's interests and priorities as agreed to inter-departmentally and/or through Cabinet directives. Canadian interests are protected and advanced in both existing and new agreements, and through participation in key bilateral and multilateral partnerships.	EC worked closely with other government departments to develop policy options and positions on a range of climate change issues. Canada actively participated in the UN and non-UN negotiations and discussions leading to the establishment of a post-2012 climate change agreement. Canada 's participation contributed to ensuring that the future agreement on climate change is consistent with our domestic approach on climate change and protects Canadian environmental and economic interests.

International Actions	Foreign Affairs and International Trade Canada
International Actions Program 2b: International Participation and Negotiations (Foreign Affairs and International Trade Canada component)	Program Activity: 1.3 Global Issues
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$6,400,000
Planned Spending for 2007-2008	$1,750,000
Actual Spending for 2007-2008	$1,525,706
Expected Results 2007-2011	Results Achieved in 2007-2008
Given the interdisciplinary and collaborative approach among departments on this component, some expected outcomes of this work are shared across departments. These shared expected outcomes are: Effective coordination of issues, matters and policy perspectives related to international climate change across relevant departments. Ministers are kept apprised of relevant issues affecting their portfolios. Analytically-sound options for Canadian negotiating positions are developed, analyzed and broadly coordinated through the interdepartmental process. Outcomes of international negotiations and initiatives are consistent with Canada's interests and priorities as agreed to inter-departmentally and/or through Cabinet directives. Canadian interests are protected and advanced in both existing and new agreements, and through participation in key bilateral and multilateral partnerships.	Through the provision of substantive analytical and policy input in the formulation and presentation of Canadian views, Canadian interests were defended in the negotiations under the United Nations Framework Convention on Climate Change (UNFCCC) and its Kyoto Protocol. A key outcome of these deliberations was the formal launch of negotiations on a future climate change agreement at the UN Bali Climate Change Conference in December 2007. DFAIT actively participated in the UN process, as well as advocate our positions within other multilateral processes, i.e., the G8, the Major Economies Meeting process, APEC, the Commonwealth, other UN events, and through bilateral channels through DFAIT's network of Embassies and other Missions abroad.

International Actions	Natural Resources Canada
International Actions Program 2c: International Participation and Negotiations (Natural Resources Canada component)	Program Activity: 2.1 Clean Energy
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$5,200,000
Planned Spending for 2007-2008	$1,400,000
Actual Spending for 2007-2008	$946,922
Expected Results 2007-2011	Results Achieved in 2007-2008
The expected outcomes of NRCan's international climate change policy development and continued engagement in international climate change negotiations, both inside and outside the UNFCCC include: Alignment of Canada's international climate change policies and negotiating positions with Canada's domestic energy and other natural resource interests (i.e. as a major natural resources exporter), as well as alignment with Canada's domestic climate change and clean air policies. Highlighting Canadian technologies and activities through international climate change venues that can assist in addressing the global nature of climate change while promoting Canadian technology exports internationally. Providing timely strategic policy advice to the Minister of NRCan, Deputy Minister and senior management on global climate change developments, and the links with energy policy and other natural resource issues. Preparing NRCan's Minister, Deputy-Minister and other senior officials for representing the Department and Canada in a range of strategically selected bilateral and multilateral meetings across a range of fora.	NRCan contributed to the process to ensure that domestic interests and climate change policies were reflected during the formulation and presentation of Canadian negotiating positions. NRCan participated in the Expert Group on Technology Transfer, established under the United Nations Framework Convention on Climate Change (UNFCCC) to analyze and identify ways to facilitate and advance technology development and transfer activities. NRCan referenced domestic activities to address climate change (e.g., ecoENERGY) in briefing materials prepared for international climate change meetings. NRCan officials provided policy documents and advice to the Minister, Deputy Minister and other senior officials in support of policy and development and decision making NRCan's policy analysis and technical expertise in energy, forestry and climate change adaptation anchored the Government of Canada representatives' participation in international meetings, including the UNFCCC, the U.S.-led Major Emitters Process, the G8 and Asia-Pacific Economic Cooperation.

International Actions	Environment Canada
International Actions Program 3a: Asia-Pacific Partnership (Environment Canada component)	Program Activity: 3.3 Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$18,882,000
Planned Spending for 2007-2008	$4,628,000
Actual Spending for 2007-2008	$518,024
Expected Results 2007-2011	Results Achieved in 2007-2008
In the first year, Canada will be in an implementation phase where APP activities will be focused on: 1) obtaining membership; 2) consulting with key domestic industrial sectors, and; 3) developing Canada's governance structure and operational guidelines through the establishment of an APP Secretariat. In subsequent years, once Canada's membership has been confirmed, the focus will shift from program design to implementation. Domestic activities will shift from promotion and consultation to project selection. Internationally, Canada will seek to influence the scope and direction of the Partnership to ensure alignment with Canada's interests, while leveraging enhanced bilateral relations to shape the role of key large emitting countries in a future climate change agreement.	Canada obtained membership to the Asia-Pacific Partnership in October 2007. A governance structure to operationalize Canada's participation in the APP has been operationalized. Canada is participating in the work of all of the APP Task Forces, and is facilitating the involvement of the Canadian private sector in the work of the APP.

International Actions	Natural Resources Canada
International Actions Program 3b: Asia-Pacific Partnership (Natural Resources Canada component)	Program Activity: 2.1 Clean Energy
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$878,000
Planned Spending for 2007-2008	$272,000
Actual Spending for 2007-2008	$21,436
Expected Results 2007-2011	Results Achieved in 2007-2008
In the first year, Canada will be in an implementation phase where APP activities will be focused on: 1) obtaining membership; 2) consulting with key domestic industrial sectors, and; 3) developing Canada's governance structure and operational guidelines through the establishment of an APP Secretariat. In subsequent years, once Canada's membership has been confirmed, the focus will shift from program design to implementation. Domestic activities will shift from promotion and consultation to project selection. Internationally, Canada will seek to influence the scope and direction of the Partnership to ensure alignment with Canada's interests, while leveraging enhanced bilateral relations to shape the role of key large emitting countries in a future climate change agreement.	NRCan officials assisted with the effort that led to Canada's invitation and eventual acceptance to membership. NRCan participated in consultations with key domestic industrial sectors. NRCan provided advice and input to the Secretariat and inter-departmental working group in developing Canada's governance structure and operational guidelines. NRCan provided input on potential project selection criteria.

International Actions	Industry Canada
International Actions Program 3c: Asia-Pacific Partnership (Industry Canada component)	Program Activity: 2.1 Clean Energy
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$240,000
Planned Spending for 2007-2008	$100,000
Actual Spending for 2007-2008	$0
Expected Results 2007-2011	Results Achieved in 2007-2008
In the first year, Canada will be in an implementation phase where APP activities will be focused on: 1) obtaining membership; 2) consulting with key domestic industrial sectors, and; 3) developing Canada's governance structure and operational guidelines through the establishment of an APP Secretariat. In subsequent years, once Canada's membership has been confirmed, the focus will shift from program design to implementation. Domestic activities will shift from promotion and consultation to project selection. Internationally, Canada will seek to influence the scope and direction of the Partnership to ensure alignment with Canada's interests, while leveraging enhanced bilateral relations to shape the role of key large emitting countries in a future climate change agreement. Industry Canada's involvement in the APP will result in enhanced participation and liaison with key Canadian sectors and key sectors internationally.	As no funds were spent in 2007-08, no activities were completed during this period.

International Actions	Environment Canada
International Actions Program 4: PM Annex	Program Activity: 3.3 Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced
Start Date: April 1, 2007	End Date: March 31, 2011
Total Funding Allocated	$2,200,000
Planned Spending for 2007-2008	$550,000
Actual Spending for 2007-2008	$136,699
Expected Results 2007-2011	Results Achieved in 2007-2008
The negotiations of a PM Annex (scheduled for completion early summer 2008), will result over the longer-term (i.e. by 2011) in: an enhanced relationship between Canada and the U.S. on a key environmental issue for both countries - clean air as evidenced by their continued interest in pursuing air quality initiatives of common interest; reduced transboundary flow of PM and its precursors based largely on the caps and timelines established by the Clean Air Interstate Rule in the U.S. and by the Clean Air Regulatory Agenda in Canada.	In 2007-2008, Canada and the US launched the negotiations of a PM Annex and established two inter-sessional working groups to prepare the second round of negotiations.

Partnerships Theme Program

Partnerships	Environment Canada
Partnerships Program 1: Clean Air Community Partnerships	Program Activity:
Total Approved	$12,000,000
Planned Spending for 2007-2008	$3,000,000
Actual Spending for 2007-2008	$1,000,600
Expected Results 2007-2011	Results Achieved in 2007-2008
Short-term results include Incentives are provided to encourage Canadians to adopt more sustainable behaviours at home, at school, at the workplace. Funding from EC to partners leverages projects and initiatives that provide incentives for Canadians to take action on Clean Air and Climate. Communities and individuals are better able to manage and take a lead on reducing emissions that contribute to climate change and air pollution. Community Funding Programs are managed effectively to deliver on departmental priorities. Longer-term expected results include Canadians make decisions and take action to enhance environmental quality Canadians adopt sustainable consumption and production behaviours The ultimate outcomes of the CACP will be that greenhouse gas emissions and air pollution is reduced.	Completed the design and start-up of the Clean Air Community Partnerships program. Consulted with stakeholders, prepared documentation and staffing. The main result areas achieved were in terms of implementation: A Program Manager was hired. Communications and program materials were prepared. Performance indicators developed. GHG calculator created. The GHG calculator is an estimation tool that will assist both CACP staff and funding recipients to calculate GHG reductions for individual CACP projects. Contribution to Clean Air HMARF was completed for the Partnerships Theme.

Management and Accountability Theme Program

Management and Accountability	Environment Canada
Management and Accountability Program 1: Management and Accountability	Program Activity: 3.3 - Risk to Canadians, their health and their environment from air pollutants and GHG emissions are reduced
Total Approved	$5,000,000
Planned Spending for 2007-2008	$1,250,000
Actual Spending for 2007-2008	$1,185,894
Expected Results 2007-2011	Results Achieved in 2007-2008
The Government has committed to achieving tangible improvements in Canada's environment, including reduced air pollution and greenhouse gas (GHG) emissions. It has also committed to implement a more strategic approach to expenditure management in horizontal priority areas. The HMARF will help address the need to improve governance and accountability in the management of horizontal initiatives that involve a number of departments. The objectives of the Clean Air Agenda are to improve the health of Canadians and increase environmental benefits by reducing air pollution and GHG emissions. This will be delivered through two main initiatives: The Clean Air Regulatory Agenda, which is intended to provide effective regulation of air pollution and GHG from transportation, key industrial sectors and consumer products; and Program Measures in Support of the Government's Clean Air Agenda, which are intended to provide for a balanced approach to reducing emissions of air pollutants and GHGs to protect the health and environment of Canadians. They will encompass actions in all key areas that cannot be covered by regulation. Together, these initiatives provide an integrated, nationally consistent approach for areas that can be regulated and addresses important sources of emissions that cannot be effectively regulated. The program measures can also contribute to emission reductions while regulations are being developed. Each of the main initiatives will be delivered through theme areas composed of specific programs.	CAA-HMARF Charter was completed and approved CAA-HMARF Strategies were completed and approved (Financial, performance, governance, reporting, risk, information management, evaluation) The final CAA-HMARF strategy and plan was submitted to Treasury Board and accepted Clean Air Agenda chapter for 2006-07 Canada's Performance Report was published CAA-HMARF 2008-2009 RPP was completed and made available to the public A Consolidated ARLU report was submitted to TBS Supported Governance structure meetings 2 DGTLCC meetings 1 ADM meetings Developed the 08-09 workplan for CAA-HMARF

Financial Transactions and Reports Analysis Centre of Canada

Horizontal Initiatives

FINTRAC is involved in the following horizontal initiatives as a partner:

1. Anti-Money Laundering / Anti-Terrorist Financing Initiative (AML/ATF)
2. Public Security and Anti-Terrorism Initiative (PSAT)
3. National Anti-Drug Strategy (NADS)

Supplementary information on horizontal initiatives can be found at http://www.tbs-sct.gc.ca/rma/eppi-ibdrp/hr-rh_e.asp

Fisheries and Oceans Canada

Horizontal Initiatives

Horizontal initiatives are programs or initiatives in which partners from two or more organizations agree under a formal funding agreement to work toward the achievement of shared outcomes.

DFO is a partner on the following 11 horizontal initiatives led by other federal government departments:

Horizontal Initiative	Lead Department
Building Public Confidence in Pesticide Regulation and Improving Access to Pest Management Products	Health Canada
Canadian Biotechnology Strategy	Industry Canada
Canadian Group on Earth Observations (CGEO)	Environment Canada
Great Lakes Basin Ecosystem Initiative	Environment Canada
International Polar Year	Indian and Northern Affairs Canada
Genomics R&D Initiative	Industry Canada
Mackenzie Gas Project (MGP) and induced oil and gas exploration and development activities in the NWT	Indian and Northern Affairs Canada
Federal Contaminated Sites Accelerated Action Plan	Environment Canada and Treasury Board Secretariat
Implementation of the Act Respecting the Protection of Wildlife Species at Risk in Canada	Environment Canada
Marine Security	Transport Canada
Interim Strategy on Existing Climate Change Programs	Environment Canada

Further information on these horizontal initiatives can be found on the Internet.

 

Health Canada

Table 8: Horizontal Initiatives

1. Name of Horizontal Initiative: Chemicals Management Plan

2. Name of Lead Department(s): Health Canada/Environment Canada

3. Start Date of the Horizontal Initiative: FY 2007-2008

4. End Date of the Horizontal Initiative: FY 2010-2011

5. Total Federal Funding Allocation: $299.2 M

6. Description of the Horizontal Initiative:

The Chemicals Management Plan (CMP) is part of the Government's comprehensive environmental agenda and is managed jointly by Health Canada (HC) and Environment Canada (EC). The activities identified in this plan build on Canada's position as a global leader in the safe management of chemical substances and those chemicals contained in products, and focus upon timely action on key threats to health and the environment.

The CMP also generates a higher level of responsibility for industry through realistic and enforceable measures, stimulate innovation, and augment Canadian competitiveness in an international market that is increasingly focussed on the safety of chemicals and products.

HC and EC manage CMP funding collectively and ensure that it is aligned with the highest priorities for action to protect human health and the environment.

Within the CMP model, the regulatory management of chemical substances can be implemented through a number of legislative instruments including Food and Drugs Act (F&DA), Pest Control Products Act (PCPA), Hazardous Products Act (HPA) and Canadian Environmental Protection Act (CEPA) . The first three Acts are administered by Health Canada and CEPA is jointly administered by Health Canada and Environment Canada.

The following program areas are involved in CMP activities:

In Health Canada :

• Health Products and Food Branch:
  • Food Directorate
  • Policy, Planning, and International Affairs Directorate
• Healthy Environments and Consumer Safety Branch:
  • Product Safety Programme
  • Safe Environments Programme
• Pest Management Regulatory Agency

In Environment Canada :

• Environmental Stewardship Branch
  • Chemical Sectors Directorate
  • Legislative and Regulatory Affairs Directorate
  • Public and Resources Sectors Directorate
  • Public & Resources Sector Directorate
  • Energy and Transportation Directorate
  • Environmental Protection Operations Directorate
• Science and Technology Branch
  • Science and Risk Assessment Directorate
  • Water Science and Technology Directorate
  • Wildlife and Landscape Science Directorate
  • Atmospheric Science and Technology Directorate
• Enforcement Branch
• Strategic Policy Branch
  • Economic Analysis Directorate

7. Shared Outcome(s):

High-level CMP outcomes include:

• Canadians and their environment are protected from the harmful effects of chemicals;
• Risk identification, evaluation, reduction, elimination, prevention or improved management of chemicals substances and their uses are effectively implemented;
• Direction, collaboration and coordination of science and management activities are realized;
• Biomonitoring and environmental monitoring of toxic substances are timely and responsive;
• Stakeholders and Canadian public are engaged so that they are better informed and can provide information to the Government for more effective risk management approaches.
• In accordance with the Cabinet Directive on Streamlining Regulation that came into effect on April 1, 2007, the Government is committed to (i) use available international standards, guidelines, and recommendations as a basis for technical regulations and for conformity assessment procedures where they achieve the intended regulatory objective (thereby avoiding making uniquely 'Made in Canada' Regulations to the extent possible and (ii) promote a fair and competitive market economy that encourages industry entrepreneurship, investment, and innovation

8. Governance Structure(s):

Health Canada shares the lead on the CMP with Environment Canada. The CMP consists of five inter-related program elements (listed below) to be planned, delivered and evaluated within an integrated framework, managed jointly by these two Departments

Within the federal government, the CMP governance is to be established through a joint HC/EC Assistant Deputy Ministers Committee (ADM Committee) and an interdepartmental Chemicals Management Executive Committee (CMEC).

The mandate of CMEC is to ensure that all chemical management issues are optimally managed and that activities under the CMP are delivered in an integrated manner, using a suite of legislations, including CEPA, PCPA, F&DA and the HPA.

Core work elements focusing on key CMP activities (Risk Assessment, Risk Management, Research/Science, Monitoring & Surveillance and Policy & Program Management) are currently in place to support the above governance structures.

9. Federal Partners Involved in each Program	10. Names of Programs	11. Total Allocation	12. Forecasted Spending for FY 2007-08	13. Actual Spending in FY 2007-08
Health Canada	Risk Assessment	$27.0 M	$3.2 M	$3.0 M
Environment Canada		$22.6 M	$2.1 M	$2.1 M
		$49.6 M (total)	$5.3 M (total)	$5.1 M (total)
Health Canada	Risk Management	$94.9 M	$12.7 M	$12.1 M
Environment Canada		$64.9 M	$9.1 M	$8.4 M
		$159.8 M (total)	$21.8 M (total)	$20.5 M (total)
Health Canada	Research/Science	$30.2 M	$3.3 M	$3.3 M
Environment Canada		$2.1 M	$0.6 M	$0.6 M
		$32.3 M (total)	$3.9 M (total)	$3.9 M (total)
Health Canada	Monitoring & Surveillance	$35.2 M	$3.4 M	$3.4 M
Environment Canada		$16.9 M	$4.4 M	$4.4 M
		$52.1 M (total)	$7.8 M (total)	$7.8 M (total)
Health Canada	Program Management	$5.4 M	$0.9 M	$0.8 M
		$5.4 M (total)	$0.9 M (total)	$0.8 M (total)
		Total $299.2 M	Total $39.7 M	Total $38.1

Planned Results for FY 2007-2008 (From FY 2007-2008 Report on Plans and Priorities):

Risk Assessment: Identifying the impact and evaluating the risks of substances to human health and the environment (e.g., complete assessment of about 200 highest priority substances within 3 years)

Risk Management: Effective controls and informed stakeholders and the Canadian public. (e.g., complete implementation of mandatory pesticide incident reporting system and pesticide sales database by 2009)

Research: Understanding of the relative risks of toxic substances (e.g., complete development of human exposure data and trend analysis methodologies)

Monitoring & Surveillance: Information on the effectiveness of control actions (e.g., define scientific information to be collected by 2008)

Program Management: Direction collaboration and coordination of science and management activities (e.g., initiatives implemented by 2009 to ensure proper results to resources management and stewardship )

Achieved Results for FY 2007-2008:

A key component of the CMP is taking immediate action on the highest priority chemicals. Information is being collected that will be used to make decisions regarding the best approach to protect Canadians and their environment from risks that certain substances may pose. The initiative, known as the "Challenge", includes the identification of approximately 200 substances of highest priority that have been divided up into a number of smaller groups of substances, to be addressed sequentially.

Under the Challenge, requests for information under s. 71 of CEPA for Batches 2, 3, 4 and 5 were published. Substance Profiles were developed for Batches 2-5. New regulations have been developed (e.g. 31 CEPA toxics and 3 other chemicals of concern have had their regulations amended) and a work plan for dealing with petroleum stream substances of high concern has also been completed.

The development of risk management options for Challenge substances is on track. Scientific, legal and economic analyses and enforcement advice is being taken into consideration. Consultations with affected industry stakeholders and the Canadian public will continue throughout the program's life-cycle. A Challenge Advisory Panel (Experts) and CMP Stakeholder Advisory Council (NGO / Industry) have also been established. The Panel's mandate is to provide third party advice on the application of the precautionary principle and the weight of evidence during the risk assessment of the Challenge substances. The Council serves as a forum for NGO and industry members to provide advice and other input to the government on various issues related to the implementation of the CMP.

The Domestic Substances List (DSL) is an inventory of approximately 23 000 substances manufactured in, imported into or used in Canada on a commercial scale. It is based on substances present in Canada, under certain conditions. When a proposed activity or use of a certain DSL substance is different from the one identified in its current use/exposure pattern, the Significant New Activity (SNAc) provisions of CEPA provides for information gathering and assessment prior to the commencement of this significamt new activity or use. A notice is developed which defines the new activity or use, the information to be provided, when it is to be provided, and a period within which it is to be assessed. The outcome of that assessment will inform whether any risk management measures may then be appropriate. The implementation of SNAcs for approximately 56 substances that are no longer in commerce in Canada is currently underway.

Plans for the improvement and expansion of the CMP Portal/Web Site have been developed and the development of additional communication products is underway, including documents to translate scientific information to a non-technical audience (Background documents). A joint CMP HC-EC Integrated Management Accountability Framework (IMAF) has also been developed and quarterly tracking of commitments is on-going.

Other CMP activities undertaken in FY 2007-2008 included:

• identification of consumer products that may contain potentially harmful chemical substances and developing strategies to best manage the risk associated with these products on the Canadian marketplace;
• significant progress on a draft framework for appropriate Environmental Assessment Regulations for new medicinally active ingredient substances in pharmaceuticals, veterinary drugs, medical devices and radio-pharmaceuticals;
• important progress on two Scientific and Regulatory Considerations (SARC) documents that serve as a starting point for discussions with respect to the development of appropriate Environmental Assessment Regulations, one SARC for new substances in Cosmetic Products and the other SARC for new substances in Natural Health Products;
• initiation of draft SARC documents for the remaining commodity groups (Food Additives and Novel Foods, and Biologics) which are expected to be completed by end of FY 2008-09;
• finalization of draft human pharmaceuticals Best Management Practices (BMP) research paper, significant progress on veterinary pharmaceuticals BMP research paper and the initiated development of Cosmetics BMP research paper;
• determination of the human health and ecological risk posed by the environmental presence of some 9,000 substances in products subject to the Food and Drugs Act that have entered the Canadian marketplace between 1987 and 2001;
• participation of the In Commerce Substances Unit (ICSU) in multi-stakeholder consultations on the revision of the In Commence List (ICL) and organization of four face-to-face meetings to develop a framework for the nomination of substances to the revised ICL. The proposed framework was presented to the Environmental Assessment Working Group in June 2008 and received approval The chemical identity of approximately 1,800 substances on the current ICL were and will be placed on the revised list. Requests from industry for the addition of approximately 30 microorganisms to the current ICL were assessed and the companies were informed of the need to submit additional information to complete the reviews. The ICSU is developing a guidance document for industry, a database tracking system, and a communications plan
• completion of rapid screening assessment of 1200 low-concern substances;
• amendment of Human Risk Assessments ( HRA) for selected POPs (e.g. PCBs) in support of changes to food standards;
• progress on the re-evaluation of older pesticide ingredients. As of March 31, 2008, 274 of the 401 of pesticide active ingredients have been addressed;
• assessment of analytical results of mercury levels in various commercial predatory fish species;
• an updated risk management strategy for mercury in fish;
• development of a draft discussion paper on assessment options for genotoxic carcinogens;
• finalization of the health risk assessment of Bisphenol A from a food packaging perspective, including an international peer review of the assessment document;
• completion of a Departmental Report on toxicity research studies on Perfluorooctane Sulfonate;
• activities related to the collection of nationally representative biomonitoring data for the Canadian Health Measures Survey (CHMS) and the Maternal Infant Research on Environmental Contaminants (MIREC) to support evidence-based decision-making on identification of vulnerable populations, and understanding of risks and exposures, and how they might best be managed;
• identification of research priorities and allocation of research funds; and
• establishment of a horizontal science framework to manage Research funds collectively and align annually to CMP priority research.

16. Comments on Variances:

17. Results Achieved by Non-federal Partners: N/A

18. Contact Information:

Francois Dignard, HC
(613) 941-0590
francois_dignard@hc-sc.gc.ca
Mark Cuddy, EC
(819) 994-7467
mark.cuddy@ec.gc.ca

19. Approved by:

20. Date Approved:

1. Name of Horizontal Initiative: Federal Strategy on Early Childhood Development for First Nations and Other Aboriginal Children (referred to as ECD)

2. Name of Lead Department(s): Health Canada

3. Lead Department Program Activity:

First Nations and Inuit Health Programming and Services

(Additional funding to ECD Programs from:
Enhancing Early Learning and Child Care (referred to as ELCC) for First Nations Children Living on Reserve and Working Towards the First Phase of a Single Window)

5. End Date of the Horizontal Initiative:

ECD - 2006-07 and Ongoing

ELCC Single Window - 2007-08 and Ongoing

6. Total Federal Funding Allocation (start to end date):

As a result of the Federal Strategy on Early Childhood Development for First Nations and Other Aboriginal Children (referred to as ECD) announced in October 2002, $320 million over five years (and ongoing) is dedicated to enhancing and expanding various federal ECD programs. In December 2004, Cabinet approved Enhancing Early Learning and Child Care (referred to as ELCC) for First Nations Children Living on Reserve and Working Towards the First Phase of a Single Window which provided an additional $45 million over three years (2005-06 through 2007-08, $14 million ongoing beginning 2008-09) to increase integration and coordination, access and quality of two federal ECD/ELCC programs (Aboriginal Head Start On Reserve and the First Nations and Inuit Child Care Initiative). This funding also included a training component.

7. Description of the Horizontal Initiative (including funding agreement):

The Federal Strategy on Early Childhood Development for First Nations and Other Aboriginal Children was announced on October 31, 2002. The strategy provides $320 million over five years to: improve and expand existing ECD programs and services for Aboriginal children; expand ECD capacity and networks; introduce new research initiatives to improve understanding of how Aboriginal children are doing; and work towards the development of a "single window" approach to ensure better integration and coordination of federal Aboriginal ECD programming. In December 2004, as the first phase of a "single window", Cabinet approved an additional $45 million over three years (2005-06 through 2007-08, $14 million ongoing beginning 2008-09) to improve integration and coordination of two ECD programs - Aboriginal Head Start On Reserve and the First Nations and Inuit Child Care Initiative - beginning in 2005-06. The objectives of these funds are to increase access to and improve the quality of ELCC programming for First Nations children on reserve, and improve integration and coordination between the two programs through joint planning, joint training and co-location. Joint planning will also include INAC-funded child/day care programs in Alberta and Ontario.

8. Shared Outcome(s): The Federal Strategy on Early Childhood Development for First Nations and Other Aboriginal Children complements the September 2000 First Ministers F/P/T ECD Agreement. It seeks to address the gap in life chances between Aboriginal and non-Aboriginal children by improving the developmental opportunities to which Aboriginal children (and their families) are exposed at an early age (birth to under 6 years of age).

The funding approved in December 2004 for ELCC for First Nations Children Living on Reserve and Working Towards the First Phase of a "Single Window" complements funding released to provinces and territories under the March 2003 Multilateral Framework for Early Learning and Childcare (ELCC) to improve access to ELCC programs and services.

Health Canada, Public Health Agency of Canada, Indian and Northern Affairs Canada and Human Resources and Social Development Canada work co-operatively on this horizontal initiative.

10.Federal Partners	11.Federal Partner Program Activity	12.Names of Programs for Federal Partners	13. Total Allocation over 5 years ($ in Thousands)*	14. Planned Spending for 2007-2008 ($ in Thousands)	15. Actual Spending for 2007-2008	16. Expected Results for 2007-2008	17. Results Achieved in 2007-2008
1. Health Canada   Electronic Links: http://www.hc-sc.gc.ca/fnihb-dgspni/fnihb/cp/ahsor/index.htm   http://www.hc-sc.gc.ca/fnih-spni/famil/preg-gros/intro_e.html	First Nations and Inuit Health Programming and Services	a. Aboriginal Head Start On Reserve	(ECD)$107,595 (total for 2002-03 through to 2006-07); $21,519 ongoing	(ECD)$21,519 (and ongoing) - committed in 2002	$19,595,041	(ECD) Program expansion and enhancement	See notes
			(ELCC)$21,000(total for 2005-06 through to 2007-08; $6,500 ongoing	(ELCC) $7,000 in 2005-06 through to 2007-08 with $6,500 in 2008-09 and ongoing -committed in 2004	$5,925,540	(ELCC) Increase integration, coordination, access and quality, and training
		b. Fetal Alcohol Spectrum Disorder - First Nations and Inuit Component	(ECD) $ 70,000 (total for 2002-03 through to 2006-07) and $15,000 ongoing	(ECD) $10,000 in 2002-03 and $15,000 thereafter (and ongoing) - committed in 2002	$13,973,500	Program expansion and enhancement	See notes
		c. Capacity Building and Networks	$5,075 (total for 2002-03 through to 2006-07); $1,015 ongoing	$1,015 (and ongoing) - committed in 2002	$1,099,488	Increased capacity	See notes
		d. Horizontal Training	(ELCC) $3,000 (total for 2005-06 to 2007-08) and $1,000 ongoing	(ELCC) $500 in 2005-06; $1,300 in 2006-07; and $1,200 in 2007-08 ($1,000 ongoing committed in 2004)	$1,150,000	ELCC - increased integration, coordination, access and quality	See notes
2. Public Health Agency of Canada Electronic Link: http://www.phac-aspc.gc.ca/dca-dea/programs-mes/ahs_main_e.html	Child and Adolescent Health Promotion	a. Aboriginal Head Start in Urban and Northern Communities	$ 62,880 (total for 2002-03 through to 2006-07)	$12,576 (and ongoing) - committed in 2002	$11,445,000	Program expansion and enhancement	See notes
		b. Capacity Building	$2,500 (total for 2002-03 through to 2006-07)	$500 (and ongoing) - committed in 2002	$176,000	Increased capacity	See notes
3. Human Resources and Social Development Canada	Learning and Labour Market	a . First Nations and Inuit Child Care Initiative (FNICCI)	(ECD)$ 45,700 (total for 2002-03 through to 2006-07)	(ECD)$ 9,140 (and ongoing) committed in 2002	$16,140,000	Program expansion and enhancement	8538 spaces in 482 First Nations and Inuit sites through 58 Aboriginal Human Resource Development Agreement Holders
			(ELCC)$21,000 (total for 2005-06 through to 2007-08)	(ELCC)$7,000 (and $6,500 ongoing) - committed in 2005		Increase integration, coordination, access and quality
		b. Aboriginal Children's Survey	(ECD) $17,300 (total for 2003 through to 2007) and $3,440 ongoing.	(ECD) $3,540 (and $3,440 ongoing) - committed in 2002	$01	Data processing dissemination strategy; documentation of processes used to develop and implement the survey for 2011; Initial planning for on-reserve component of ACS	See details below
		c. Understanding the Early Years - Aboriginal Component	(ECD) $3,500 (total for 2002-03 through to 2006-07) and $700 ongoing	(ECD) $700 (and ongoing) - committed in 2002	$485,000	ECD Research and Knowledge	As a result of the 2006 UEY Call for Proposals, one Aboriginal proposal was funded with Prince Albert Grand Council, Saskatchewan. Some funds were also allocated to the management and outreach in several other UEY projects which include Aboriginal children.
4. Indian and Northern Affairs Canada	Lifelong Learning - Early Learning and Childcare	a. "Single Window" Work and Capacity Building	(ECD) $5,050 - (Total for 2002-03 through to 2006-07) and $1,010 ongoing	$1,010 (and ongoing) - committed in 2002	$592,146	Increased capacity and development of "single window"	See notes
			Total - ECD: $320,000	Total - ECD: $60,000 in 2002-03 and $65,000 thereafter	Total: $70,581,715
			Total - ELCC: $45,000	Total - ELCC: $14,500 in 2005-06; $15,300 in 2006-07; $15,200 in 2007-08; and $14,000 ongoing

18. Comments on Variances

¹Spending figure is $0 as previous years savings were used to cover 2007-08 fiscal year expenses.
²Understanding the Early Years (UEY) Aboriginal component: In late 2004, when the national UEY initiative was announced and assigned to HRSDC's Income Security and Social Development Branch, the management of the Aboriginal component of UEY was also transferred, along with an allocation of $700K on an ongoing basis. The implementation of Aboriginal UEY was intended to coincide with the fielding of the first data collection of the Aboriginal Children's Survey (ACS). Since the ACS was not fielded until fall 2006, the Aboriginal component of UEY was delayed.

19. Results to be Achieved by Non-federal Partners (if applicable): N/A

20. Contact Information :

Marcia Armstrong, Program Officer,
ECD Strategy Unit,
First Nations and Inuit Health Branch,
Health Canada
Postal Locator 1920D, Tunney's Pasture, Ottawa
Telephone: (613) 946-4621
Fax: (613) 952-5244

Aboriginal Head Start on Reserve

The Aboriginal Head Start On Reserve program serves over 9,000 children in over 300 First Nations communities. The majority of AHSOR funding in 2007/08 was used for First Nations community based program service delivery and development including training and minor capital. In 2007/08 work continued in key areas, including:

• Integration of sites and cooperation between different early childhood programs such as Health Canada's AHSOR, HRSDC's FNICCI, INAC's daycare as well as local and provincial programs at the community, regional, and national levels;
• Organization of training events based on regional training needs that included workers from other ECD programs to help maintain and improve the quality of AHSOR and other community based ECD programming;
• Enhancement of AHSOR capital infrastructure (buildings and facilities) through support of minor capital projects;
• Support for training of AHSOR outreach and home visiting workers for un-served and under-served communities; and
• Improvement of reporting and communications between HC and communities.

Fetal Alcohol Spectrum Disorder - First Nations and Inuit Component:

Key accomplishments for 07/08 include: Mentoring projects have been established in 40 sites across Canada (an increase of 10 from last year); 2 National mentor/supervisor training sessions were held; Community Coordinator positions have been established in 18 communities (an increase of 7 from last year); A broad consultation and scan was completed on evidence-based family support programs to inform the Community Coordinator framework development; and, a study was conducted and report written on improving linkages to women's addictions services.

Capacity Building and Networks:

As part of the 2002 Federal Strategy's capacity-building component, Health Canada provides funds annually to the five national Aboriginal organizations: the Assembly of First Nations, Inuit Tapiriit Kanatami, Congress of Aboriginal Peoples, Métis National Council, and Native Women's Association of Canada. As well, Indian and Northern Affairs Canada is providing annual funding to Pauktuutit Inuit Women of Canada. In 2007-08, this funding enabled these national Aboriginal organizations to contribute to the development of the Federal Strategy through strategic planning and capacity building in their own organizations. Note: the Métis National Council was not funded during 2007-08.

Funding from the Federal Strategy also continued to support the development of an Aboriginal service providers' network, which is called the Aboriginal Children's Circle of Early Learning (ACCEL). During 2007-08, ACCEL was reorganized and new material and web links were added throughout the year. An e-newsletter was distributed three times during the year. Discussions were undertaken with the National Aboriginal Health Organization to assume responsibility for ACCEL in 2008-09.

Horizontal Training:

Most of this funding goes to the regions to support training for ECD workers in AHSOR and FNICCI sites. A working group has been established with representation from AFN, INAC, HC and HRSDC and is working to develop a laddered ECD training strategy that will lead to culturally appropriate certification of providers of early learning and child care programming for First Nations children living on reserve, as well as supporting improved coordination between AHSOR, FNICCI and INAC funded daycares in Alberta and Ontario. A survey of training requirements of ECD workers in communities was completed and the results will inform the development of a training strategy to be completed in 2008-09.

Aboriginal Head Start in Urban and Northern Communities

BC region:
Special needs training and support services.
Development of elder's and language guides. Enhanced Services Assessment.

Alberta Region:
Quality assurance through accredited training and ongoing education of the frontline staff.
Regional training and FASD training.
Improvements to services for children with special needs.

MB/Sask. Region (SK)
Evaluation and Curriculum activities.
Training on Building Capacity, Streamline Reporting and community assessment. Resources on Capacity Building.

MB/Sask. Region (MB)
Accredited training, Ages and Stages pre- and post assessment tools training, educational resources. increase capacity through database technology to streamline reporting requirements.

Quebec Region
Educational training, FASD training and resources for special speech therapy needs.

Atlantic Region:
Accredited training, Knowledge transfer and education initiative led to an increase in community capacity for language and culture, elder involvement

Northern Region:
Pan Territorial training event including CAPC, CPNP and AHS. Longitudinal evaluations,

Capacity Building activities within AHSUNC

Partnering/Collaborating with the Centres of Excellence ECD - Updating on-line encyclopedia
Partnering/Collaborating with the Centres of Excellence - Special needs resources

National Aboriginal Collaborating Centre - ECD curriculum research

Two North of 60 Case Studies on integration of AHSUNC and FNICCI programming to complement the Demonstration Projects in 17 First Nations communities across Canada.

Aboriginal Children's Survey

In fiscal year 2007-08, the majority of the data processing was done and a dissemination strategy was created. Work began to document the processes used to develop and implement the survey for future use in the 2011 survey development process. Initial planning for an on-reserve component of the ACS was undertaken in order to expand the survey to include children on-reserves.

Single Window Work and Building Capacity

In 2007-08, Indian and Northern Affairs Canada (INAC), Human Resources and Social Development Canada (HRSDC), and Health Canada (HC) implemented the Early Childhood Development (ECD) Single Window Service Delivery Demonstration Projects. These projects tested three elements including: a single funding mechanism; streamlined reporting and community development coordination/integration.

The ECD Horizontal Working Group sponsored the ECD Success Stories initiative which showcased best practices of coordination and integration of ECD programs in First Nations communities. ECD programs include: HC's Aboriginal Head Start On Reserve, HRSDC's First Nations and Inuit Child Care Initiative, Public Health Agency of Canada's Aboriginal Head Start in Urban and Northern Communities and INAC funded Ontario and Alberta Day Care programs.

Building Public Confidence in Pesticide Regulation and Improving Access to Pest Management Products

Lead Department: Health Canada

Start Date: 2002-2003

End Date: 2008-2009

Total Funding Allocated : $155M rounded up from $154.96M

Description:

The initiative is a part of the federal government's commitments as outlined in the Treasury Board submission Building Public Confidence in Pesticide Regulation and Improving Access to Pest Management Products . The Treasury Board submission and its associated Results-based Management and Accountability Framework (RMAF) describe the integrated approach by which initiatives will be measured, managed and reported throughout their life cycle. An important element of the commitments made through the Treasury Board submission is that stakeholders and public will be kept informed through a transparent management system. The participating departments will work together for shared outcomes; measure performance on delivery; and review progress achieved. This initiative incorporates efforts of six federal government partners to increase public and stakeholder confidence in the pesticide regulatory system, to protect health and environment, and to increase the competitiveness of the agri-food and forestry sectors. Research and monitoring in the area of pesticides is being coordinated with their regulation.

Under this initiative, the presence and effects of pesticides in the environment, in marine and freshwater ecosystems, and in the forest environment are being monitored. The initiative enhances monitoring and enforcement of pesticide residue limits in foods, in feed, of pesticide residues in fertilizers, and pesticide guarantee verification for fertilizer-pesticide combinations. Reduced-risk pesticides and biological pesticides for forestry are being developed and their use facilitated. Commodity-based risk reduction strategies for the agriculture and agri-food sector are being developed and implemented. Programs improving access to agricultural minor-use pesticides and reduced-risk pesticides for agricultural use are being established. Research to support the introduction of minor-use pesticides that pose a reduced risk to the environment is being conducted. A reporting system to track adverse effects of pesticides has been developed, and information on these effects will be collected and recorded. Collectively, this work is being conducted to achieve public confidence in increased conservation and protection of human health and the environment while contributing to the competitiveness of Canada's agricultural sector.

The information presented in this table has been organized along the following three main themes of this initiative:

1. Research and Monitoring, carried out by Agriculture and Agri-food Canada (AAFC), the Canadian Food Inspection Agency (CFIA), the Department of Fisheries and Ocean (DFO), Environment Canada (EC), Health Canada's PMRA, and Natural Resources Canada (NRCan)
2. Developing and Implementing of Commodity Specific Risk Reduction Strategies, carried out by AAFC and Health Canada's Pest Management Regulatory Agency (PMRA).
3. Generation of Data to Support the Registration of Reduced Risk and Minor Use Pesticides for the Agricultural and Agri-food Sector and Reduced Risk Pesticides and Biopesticides for Forestry, carried out by AAFC, HC's PMRA and NRCan

Shared Outcomes:

Immediate Outcomes:

• Increased knowledge by the PMRA about pesticides and alternatives
• Registration of reduced-risk and minor-use pesticides
• Access to safer pest management practices and products
• Compliance for safer food, feed, fertilizers and fertilizer-pesticide combinations

Intermediate Outcomes:

• A regulatory system that better protects health and environment and contributes to the competitiveness of the agri-food and forestry sectors
• Use of safer pest management practices and products
• Increased transparency of pesticide regulation

Final Outcome:

Increased public and stakeholder confidence in pesticide regulation, protected health and environment as well as increased competitiveness of the agri-food and forestry sectors

Governance Structures:

• Health Canada -Executive Director of PMRA
• Environment Canada (HC) - Director General, Conservation Strategies Directorate and Director General, National Programs Directorate
• Department of Fisheries and Oceans (DFO) -Director General, Fisheries, Environment and Biodiversity Science
• Natural Resources Cananad (NRCan)-Director General, Science Branch, Canadian Forest Service
• Agriculture and Agri-Foods Canada (AAFC)-Assistant Deputy Minister of the Farm Financial Programs Branch and Assistant Deputy Minister of Research Branch, Executive Director, Pest Management Centre
• Canadian Food Inspection Agency (CFIA)-Vice President, Programs
• Deputy Minister Committee-Deputy Minister from Health and AAFC
• AAFC/PMRA Joint Management Committee: Assistant Deputy Minister of the Farm Financial Programs Branch, AAFC, Assistant Deputy Minister of Research Branch, AAFC, Executive Director, PMRA, Health Canada, Treasury Board Secretariat (ex-officio member)

I. Research and monitoring

AAFC	(a) Conducting research to support the introduction of minor-use pesticides that pose a reduced risk to the environment.	$8.0 M	$3.0M	$1.3M	Final reports and next steps for technology transfer of research results from 16 projects completed as of March 2007 On-going support for 12 projects initiated in April 2006 to be completed March 2008 Progress reports from 1 year of research work on these projects initiated in April 2006 Support for new projects selected for funding under November 2006 Call for Proposals Continued work and support for activities to improve access to and adoption of low risk minor use pesticides, including biopesticides Continued research planning and coordination with MOU Research WG and Interdepartmental WG on Pesticides	Reviewed final reports for 13 projects completed as of March 2007, extended time lines into FY 07-08 for 3 projects in order that work could be satisfactorily completed. Project outputs include: scale up, efficacy & non-target data to support eventual commercialization/ registration of reduced-risk pest control products/applications; bait and kill strategies for key pests; refined laboratory insecticide screening protocols; degree-day models for key pests; and pest biology / behaviour information for pest species. Continued support and oversight for 12 projects initiated April 2006 + 3 projects as noted above (92% of projects have met milestones as of March 2008) Established Statements of Work and initiated funding and oversight of 23 new projects selected under Nov 2006 call for Proposals Biopesticide submission support activities resulted in submissions for registration or label expansion for 4 products Contributed to 6NR integrated work plan and discussions related to 6NR MOU regarding pesticide research and monitoring Additional Result: Screening trials conducted resulted in identification of potential solutions for 3 key pest issues for which no solutions were known.
CFIA	(b) Enhanced monitoring and enforcement of pesticide residue limits in food and feed.	$2.7M	$0.25M	$0.25M	Identify food commodities consumed by targeted subgroup (children) Lab testing of an approximate 1500 samples per year Follow-up inspections for non-compliant test sample results Publish annual report of the findings of the National Chemical Residues Monitoring Program (NCRMP) Food recalls, as required, for risk mitigation and removal of hazardous foods from marketplace	The objectives were to assess the compliance of foods consumed by children aged 3 to 15 years. The foods tested represented a random selection of foods marketed to, consumed in greater quantity by, or first eaten by children in the targeted age group. The pesticide residue results showed a high level of compliance with established limits (>98%). There was no trend observed in pesticide levels with commodity, brand name, residue or country of origin.
CFIA	(c) Enhanced monitoring and enforcement of pesticide residues in fertilizers and pesticide guarantee verification in fertilizer-pesticide combinations.	$2.4M	$0.25M	$0.193M	Develop monitoring and surveillance policies and processes to guide and advise operational staff on fertilizer-pesticide combinations and pesticide contaminated fertilizers. Increase interaction with the PMRA to obtain the most up-to-date pesticide safety and labelling information. Update the Compendium of Fertilizer-Use Pesticides, which contains information regarding registration, guarantees and proper labelling. Work to develop regulatory changes to facilitate updating of the Compendium more regularly, and, if successful, provide Compendium updates more regularly to the producers of mixtures and to the CFIA's inspection staff.	Inspection Memorandum I-4-93, a document identifying inspection activities and sample quotas for the year, was provided to inspection staff. To facilitate label verification in the field and maintain consistency, a list of all registered fertilizer-pesticides and labels were updated and distributed to inspectors. Inspectors were guided on appropriate non-compliance follow-up when needed. The pesticide guarantee verification program has been redesigned, with the assistance of stakeholders, in order to improve compliance rates. CFIA's tolerance for pesticide residues in fertilizers was reviewed and amended. Enforcement procedures in response to non-compliance were developed through a National Training Initiative to promote consistency in enforcement actions across Canada. CFIA and PMRA collaborated to develop policies and processes for joint review of products subject to regulation under both the Fertilizers Act and Pest Control Products Act . CFIA is participating in the Building Public Confidence TB Initiative Evaluation Working Group. CFIA is participating in the 6NR Pesticides and Pest Management Working Group. The 3 rd edition of the CFUP is pending publication in Canada Gazette II . CFIA is exploring regulatory changes and expedited mechanisms to allow for more frequent updates. A new format is being created to facilitate public availability, and updates were distributed. A regulatory change to update the definition of the CFUP so that it references the third edition is currently pending apporval. Advise CFIA Operations on appropriate follow-up procedures and recommendations regarding the significance of sample analytical results. Sample fertilizer-pesticide combinations to verify guarantees. Sample fertilizers suspected to be contaminated with pesticides. Verify fertilizer-pesticide labels. Conduct investigation and compliance activities (anticipated based on sampling and inspection frequencies). Analyze samples submitted by inspectors.
DFO	(d) Monitor and research the presence and effects of pesticides in marine and freshwater ecosystems.	$7.9 M	$1.0M	$1.0M	DFO will provide the PMRA with final reports on regional National Fund projects. These research projects will be focused to address key research knowledge gaps, as they were in 2006-2007, after consultation with PMRA. DFO will provide the PMRA with a yearly report from DFO's Centre for Environmental Research on Pesticides (CERP). CERP will conduct laboratory and field based studies to quantify impacts of exposure to priority pesticides on fish and fish habitat. Impacts will be quantified in terms of reproductive success, growth and energy metabolism. Priority research will be identified in consultation with PMRA. After consultation with the PMRA and other agencies, DFO will design and initiate new research projects related to the theme "Potential Impacts of Pesticides on Fisheries Resources".	Final report is ongoing. Anticipated delivery to PMRA is October 2008 for the 2007-08 projects. CEPR has conducted laboratory exposures of fathead minnows to environmentally relevant concentrations of glyphosate, chlropyralid, chlropyrifos and atrazine. Growth and survival have been measured and fish are being reared to reproductive age to assess reproductive potential. A summary of these studies will be included in the October report to PMRA. After consultation with PMRA, it was determined that DFO could provide useful results regarding the effects of mixtures of chlopyralid, chrlopyrifos and glyphosate on fish and fish habitat. Benthic invertebrates were specified as a useful surrogate measure of fish habitat quality.
EC	(e) Monitor and research on presence and effects of pesticides in the environment.	$7.16M	$1.0M	$1.0M	EC will: maintain coordination of research and monitoring projects in cycle 2 of the EC-Pesticide Science Fund (PSF) support 10 new research and monitoring project themes to determine the environmental concentrations and impacts of in-use pesticides in the environment; produce an annual report and make it available to the PMRA; provide science advice to meet regulatory data gaps and knowledge deficiency as well as to improve risk assessment methods; provide support and advice to PMRA on pesticide related science policy and issue management Based on cycle 1 results, EC has set out to deliver on a second cycle of research and monitoring of pesticide presence and impacts in the environment. The EC-Pesticide Program Coordinating Committee (PPCC) was presented with project highlights and advice from PSF recipients of the first cycle of projects (2003-2006). The PPCC (has PMRA membership) then developed a new set of priorities for pesticide science at EC has set out to deliver on 10 new research projects that are linked to regulatory decision-making priorities. In 2007-2008, status updates will be given to the following: Air surveillance: Investigations on low level impacts of compounds that are deemed to have a high toxicity and conducting research in sensitive regions that are closer to emission sources Water surveillance: Focus on high risk priority watersheds. Linking water monitoring to watershed modelling ( i.e ., NAESI) providing for wider results coverage through an increase in predictive power and assisting in the rationalization of water monitoring sampling designs. Focus on specific issues, e.g ., wetlands, urban areas, source waters, agriculture and priority pesticides (through previous monitoring and with interpretation tools such as the modified APPLES, a prioritization tool developed with the PMRA). Establishing trends especially as they relate to performance outcomes ( e.g ., through linking with CESI the Canadian Environmental Sustainability Indicators program) Aquatic effects: Integration of aquatic and terrestrial effects (incl. multitrophic-level) with exposure (incl. fate). Comparative assessments ( e.g ., amphibian and fish). Species, populations and community resiliency. Impacts of mixtures (link to NAESI) and cumulative effects investigations ( e.g ., nutrients). Impact assessments with chronic and pulse exposures. Studies and investigations furthering the amphibian test protocol. Terrestrial effects: For birds and mammals focus on SARA and spp. of concern. Comparisons between non-oral routes and oral routes of exposure (dermal and inhalation). Focus on high exposure areas with "lethal" potential. For plants, focus on risk assessment with validation through in situ research. In order to better integrate and coordinate EC research with regulation, EC will continue to work with the PMRA in the implementation of the EC/PMRA MOU. The MOU has four components, Science Policy, Knowledge Generation, Issue Management and Compliance Promotion and Enforcement EC will continue working on providing leadership in the development and implementation of a federal, co-ordinated pesticides science strategy for research and monitoring through the Interdepartmental Committee. As well EC will continue to contribute to PMRA's pesticide assessments where appropriate, will coordinate with PMRA on the development of environmental quality guidelines and will continue to provide science/policy advice on key Government of Canada policies as they relate to pesticide management and use in Canada.	EC was able to meet its commitments under the BPC initiative. EC's Pesticide Science Program now resides under the "Risk to Canadians" Result stream while continuing to be coordinated by the EC PPCC. We have maintained and are continuing activities addressing the following areas: science policy; research and monitoring; issue management and communications; enforcement and compliance promotion. EC: maintained its coordination efforts for the second year in the second cycle of the PSF to further support research and monitoring projects on the presence and effects of pesticides in the environment. Supported the 10 on-going research and monitoring project themes with projects building on existing knowledge from previous and related projects. Negotiated an Interdepartmental Letter of Agreement with the PMRA for additional financial support to ensure the timely completion of ongoing projects for this fiscal year. Produced an annual report of PSF activities with respect to the status and updates of air and water surveillance, as well as aquatic and terrestrial effects. This report was submitted to PMRA. Currently participating in the Building Public Confidence Memorandum to Cabinet - Treasury Board Summative Evaluation. Providing science advice to PMRA to meet regulatory data gaps, reduce knowledge deficiencies, and improve risk assessment methods. EC provided significant input into PMRA's activities regarding: Environmental risk assessment and Track 1 assessment for Trifluralin and Lindane. Re-evaluation note on the uses of Diazinon and Atrazine. Pesticide concentrations in surface water, current monitoring practices, new initiatives, and trends of commonly found pesticides. Coordinated PSF projects with national agri-environmental standards initiative, an initiative under the Agricultural Policy Framework ( NAESI) projects (PSF water monitoring data used with NAESI watershed modelling, NAESI performance standards used to create Canadian Council of Ministers of the Environment (CCME) water quality guidelines). Showcased PSF achievements at national and international venues in order to facilitate the exchange of information that will help achieve PSF objectives and use of this information to inform decision makers and Canadians. Presented PSF at the Society of Environmental Toxicology and Chemistry ( SETAC) and the Aquatic Toxicity Workshop at special session on Pesticides Presented PSF to Senior EC management. Several meetings were held between senior management at EC, PMRA and AAFC in an ongoing effort to further efficiencies and coordination between departments. EC hosted a workshop (2007 EC Pacific Yukon Region (PYR) Pesticide Information Exchange) pertaining to communicating pesticide information in the PYR. EC hosted a water monitoring workshop in February 2008 to present current data and to better link with PMRA needs. Assisted the PMRA in the planning and hosting of the 6NR workshop on Protection of Terrestrial and Aquatic Habitats. Several EC escperts were invited as key participants. Met with industry to promote development of Canadian Environmental Quality Guidelines of pesticides. Currently chairs the CCME pesticide sub-committee involving key partners (PMRA, industry and the jurisdictions). Largely through EC's efforts, the sub-committee has proposed a revised water quality guideline for chlorpyrifos and has successfully implemented a streamlined approach for pesticide guideline approval. Drafting of new 6NR MOU and work plans to establish mechanisms that facilitate the exchange of scientific information and advice and to promote strong working relationships among six federal partners. In terms of publications, EC scientists continue to produce a number of scientific peer-reviewed publications and presentations.
HC (PMRA)	(f) Linking pesticide regulation and research.	$4.2M	$0.8M	$0.8M	Identify PMRA's research and monitoring priorities annually and communicate to 5NR partners through regular meetings and other avenues as needed. Facilitate discussion among the 5NR on identifying actions to address specific priorities, including collaborative research. Discuss with the 5NR how the results of their research and monitoring are used in regulatory decisions to build better linkages between research and regulation. Facilitate the two-way communication and coordination between regulation and research between governments within Canada (through PMRA's FPT Committee) and internationally as well as with the private and academic sectors, through presentations linking research and regulation at regional, national and international meetings.(e.g., through SETAC, CSA, IUPAC). To strengthen the framework in linking pesticide research and monitoring, develop a MOU amongst the 5NR on linking research to regulation. Continue to improve and expand the use of probabilistic risk assessments.	An integrated research and monitoring workplan was developed among the 6NR partners in 2007-2008. The process involved PMRA identifying the areas of research that would enhance its capacity to effectively regulate pesticides from the point of view of human and environmental health. Areas identified to date include monitoring levels of pesticides in the environment, effects of pesticides on the environment, the development and peer review of the science used in risk assessments of pesticides, and the development of risk reduction strategies. 6NR partners in turn identified the research initiatives to be undertaken over the next several years that would address some of these research gaps. Since many of the research and monitoring gaps identified by the PMRA are being undertaken by 6NR partners as ongoing initiatives, or as part of 3-4 year research cycles, the integrated workplan is considered a living document that will updated, as required, when priorities change among the participating 6NR partners. The PMRA tracks when results of research and monitoring are used in our regulatory decisions. When the results of 6NR research are pivotal in a regulatory decision the PMRA contacts the partner providing the information to confirm that the information is being used in an appropriate manner, that the results are being interpreted correctly, and to help identify possibilities for future research. In 2007-2008 the PMRA presented its methodologies and research needs at numerous regional, national and international meetings (e.g., OECD, NAFTA, PMRA FPT Committeee, Conferences, etc) . In addition, the PMRA made presentations to stakeholders explaining how research results are used in pesticide regulation. A 6NR MOU was developed in 2007-2008 and signed by the responsible Director Generals/ Executive Directors of the 6NR departments/agencies. This MOE clearly delineates the various roles and responsibilities of the partners with respect to information sharing and maintaining the confidentiality of unpublished materials. The MOU also establishes a DG level committee to coordinate an integrated approach to establishing research and monitoring priorities with the aim of strengthening pesticide regulation in Canada. A probabilistic risk assessment working group has been established within the PMRA. This group has and will continue to receive training in advanced risk assessment methods including probabilistic risk assessments. The group also has and will continue to meet with counterparts in other jurisdictions (EPA, EU) to exchange information, tools, and approaches for advanced risk assessments including the use of probabilistic methods. The working group will act as a resource to other scientists within the PMRA when advanced risk assessment methods are required
HC (PMRA)	(g) Conducting research to support the introduction of minor-use pesticides that pose a reduced risk to the environment.	$3.5M	$1.2M	$1.2M	Advance risk assessment methodologies (e.g., occupational exposure assessment) through research to support the harmonization of risk assessment methodology with international partners (US EPA; California Department of Pesticide Regulation). Develop/expand on crop grouping schemes to incorporate additional minor use crops (NAFTA/CODEX Initiative). This will facilitate dietary risk assessment of minor use crops. Validate recently updated agricultural data that are being used to develop crop field trials for setting Maximum Residue Limits on both major and minor use crops.	In 2007-08, the PMRA participated in meetings with international partners regarding data development for use in further estimating occupational exposures to pesticides. Mixer/loader/applicator exposure data was completed and submitted to the PMRA and other international regulatory partners for use in exposure assessments for agricultural workers. 4 crop grouping schemes were approved in 2007-08. Revisions to other crop grouping schemes are ongoing. Validation of the agricultural data was completed in 2007-08. A Regulatory Proposal was issued on Guidelines for the Registration of Low-Risk Biochemicals and other Non-Conventional Pesticides.
NRCan	(h) Research and monitor pesticides in the forest environment.	$3.5M	$0.5M	$0.3M	Review the final reports and publications of research work for four projects. Provide results to clients/stakeholders and PM RA. The completed research projects are: Potential environmental effects of imidacloprid as a systemic insecticide for control of exotic wood boring insect pests such as the emerald ash borer, Development of a biological treatment for control of root rot pathogen and impact on microbial biodiversity, Monitoring impacts of pest control products on key microbial communities of forest soils, Development and validation of "Spray Advisor"- A Decision Support System for aerial pesticide applications.	Reviewed final reports and publications and provided information to stakeholders and regulators through the 2007 National Forest Pest Forum, SERG-International (Feb 2008) workshops, etc. The potential environmental effects were conducted on Neem (Azadirachtin) as a systemic insecticide against the emerald ash borer. This was in place of imidacloprid, due to urgency and availability. The results of this study indicate that applications of azadirachtin do not have deleterious effects on aquatic and terrestrial microbial species. An updated final report is pending receipt of additional data on actual azadirachtin concentrations from collaborators. Current work on the prevention of annosus root rot with the pathogenic fungus Phlebiopsis gigantea is at the licensing stage. The Enhanced Pest Management Methods (EPMM) funding was focused on environmental impacts of systemic insecticides for invasive insect control. The latest insecticide was azadirachtin. The experimental work is completed and the data have been analysed. The previous work on imidacloprid produced four scientific journal papers and four presentations at conferences. The technological developments and scientific knowledge generated through the "Spray Advisor" project are captured through reports to funding agencies, journal publications and through direct technology transfer initiatives including a full demonstration site and workshops targeted for transfer of the Decision Support System (DSS) to foresters, aerial applicators and regulators.

II. Developing and implementing commodity specific risk reduction strategies

AAFC	(a) Commodity based risk reduction strategies.	$19.3M	$2.5M	$1.7M	Stakeholders engaged in priority setting and further development of 3 new commodity specific pesticide risk reduction strategies Up to 10 of the published profiles updated and re-published on public website Collection of data through regional focus groups for the purpose of updating profiles and tracking success of the program. Continue funding implementation projects from 2005 call for proposals Fund implementation projects funded through the 2006 call for proposals Analysis and publication of results from Crop Protection Survey Collect data through the Crop Protection Survey Continued implementation of AAFC/PMRA joint communication plan	Redirection in work plan of PMRA Risk Reduction team in the area of strategy work for FY 07-08 necessitated refocusing of AAFC Risk Reduction Program efforts in strategy development. The issue-specific strategies under development were evaluated and prioritized in light of PMRA efforts on transition strategies, and 9 were identified for focussed efforts. (Reduced reliance on OPs through alternative technologies: low bush blueberry insect pests, field crop insect pests, grape & tree fruit insect pests, wireworm in potato, wheat & corn; Biopesticide strategy for soil insect pests; White mould in various crops; Apple scab; Late blight of potato; Fusarium headblight of wheat). Updates of 7 profiles were completed and published. Data were collected through focus groups for 4 pulse crops (lentil, chickpea, dry bean, dry pea) Final reports received and reviewed for 13 projects completed as of March 2007. Project outputs include: large scale implementation of classical biological control for leafy spurge management; BMP guidelines and IPM systems for key disease and insect pests; Pesticide Free Production systems for field crops; mechanical tool for ECB control in potato crops. Continued funding and oversight of 19 projects initiated April 2006 or earlier. 89 % of projects have met milestones as of March 2008. Established statements of works and initiated funding and oversight of 19 new projects selected under Nov 2006 call for Proposals Analysis of results of Crop Protection Survey underway, with results to be published FY 08-09. No new data collected through Crop Protection Survey due to resource constraints Communication with stakeholders continued in context of AAFC/PMRA joint communication plan
HC (PMRA)	(a) Commodity based risk reduction strategies (RR).	$25.7M	$4.0M	$4.0M	Planned staffing actions in 2006-2007, indeterminate positions. Ongoing consultations with stakeholders. Work share with other government departments and 5NRs. Work on pesticide risk indicator: consult, build and validate database. Determine, together with AAFC, the next groupof priority crops for the program. Workshare with AAFC on new crop profiles and issue documents and finalising existing documents. Work with AAFC to define the scope of the program for each commodity, including ways to increase participant buy in and the development of an exit strategy which will promote maintenance of the stakeholder groups after cessation of government involvement. Risk reduction strategies have been developed for pulse crops and canola. A long term fireblight management strategy has been developed for apples. Steering committee and working groups have been meeting to explore potential solutions to identified priorities and to implement steps to resolve these issues. Substantial progress has been made in the development of strategies and the formation of steering committees to lead the strategies for a number of other crops, particularly, greenhouse vegetables, grape, peach, potato, soybean, strawberry and apple. Working groups have been set up and are building action plans to achieve solutions for identified issues. Consultations will be held this year with stakeholders of raspberry and blueberry (high bush and low bush), followed by steering committee meetings in March. In addition to work on commodity based risk reduction strategies, PMRA is working with stakeholders to develop strategies to address issues in a number of nonagricultural sectors, including forestry, the heavy duty wood preservatives industry, ornamental and landscaping, structural pest control, food processing, storage pest control and honey production.	Staffed 2 positions. The Pesticide Risk Reduction Program held consultations with stakeholders of priority crops to gain national consensus on key pest management issues for lowbush blueberry and highbush blueberry, carrot and onion, raspberry, sweet corn and strawberry. A total of 11 Steering Committee meetings were held with 9 of the priority crops and 32 working group meetings were held to build strategies toward low risk solutions for key grower issues. As part of this strategy work, PMRA facilitated communication between stakeholders (registrants, researchers, grower organizations and provincial government) and the agency on 76 products, including 16 biopesticides and 19 low risk pesticides. Through joint work with AAFC under this program a number of new reduced risk pest management practices and products are now available to agricultural growers. Risk indicator database environment completed at 100%. Database health completed at 95%. 100% expected mid May 08. Model update done at 100%, Technical publication at 70% completion expected end of May and public documentation at 100% The PMRA provided technical expertise and background information on the regulatory status of products for 15 focus group discussions and held focus group discussions for canola. Information from these focus groups was used by AAFC to develop new crop profiles and update information in existing crop profiles. Linkages were strengthened with a number of stakeholders, including growers and their associations, provincial extension, registrants, researchers and other national and international government departments through work under the Pesticide Risk Reduction Program and joint work and participation in a number of areas, such as the On Farm Food Safety Program, Canadian General Standards Board Committee on Organic Agriculture and NAFTA. These linkages help to improve stakeholder confidence is pesticide regulation through collaborative efforts and greater understanding of the regulatory framework. The PMRA is working with the Environmental Protection Agency to coordinate and harmonize North American regulatory activities pertaining to playing field for North American trade of commodities affected by the phase-out of AZM. In addition, the PMRA has begun working with Canadian stakeholders to develop strategies to transition to lower risk products and management practices from key uses being phased out through the re-evaluation process. Work is progressing in collaboration with stakeholders on the registration of new alternative for the control of bed bugs, the development of a new CSA standard for HDWP, and of a new approach to efficacy based crop grouping for ornamentals.

III. Generation of data to support the registration of reduced-risk and minor-use pesticides for the agricultural and agri-food sector and reduced-risk pesticides and biopesticides for forestry

AAFC	(a) Improving access to agricultural minor-use pesticides, and reduced-risk pesticides for agricultural use.	$33.7M $12.0M A-base	$6.5M $2.0M A-base	$5.7M $2.0M A-base	AAFC national minor use priority setting workshop will be held with stakeholders to prioritize the 2008 minor use research requirements and to select the top 36 research priorities. AAFC will select up to an additional 20 joint AAFC/IR-4 research priorities for the 2008 research season. AAFC will consult with and solicit written support from the pesticide manufactures whose pesticides are chosen for these crop-pest research priorities. AAFC will complete and forward the initial 36 presubmission consultation requests (PSCR 3.1) to PMRA by Nov 24, 2007. These will be followed by the PSCRs for the joint AAFC/IR-4 projects by Jan 31, 2008. Subsequently, data requirements (DACO) for each pest-crop pair will be issued by the PMRA to AAFC (~97 days from receipt). AAFC will convert DACOs to study plans by January 2008 (for the initial 36) and by March 2008 for the remaining DACOs AAFC will assign trials (~400) to contractors and collaborating AAFC personnel across Canada. Good Laboratory Practice (GLP) quality assurance oversight will be provided by AAFC. Data generation will take place during the 2007 growing season followed by laboratory analysis of residues for priorities selected in 2006. Analysis of data from previous years research will occur throughout the year followed by the writing of final reports and submissions to PMRA. The PMRA normally provides a decision on use within 247 days. The total process takes approximately 36 months from priority setting until final report submission to PMRA. AAFC is targeting the completion of 40 MU submissions during the year.	The 2007-2008 Minor Use (MU) Priority Setting Meeting was delayed until April 2008 (2008-2009 FY); however, 38 priorities were selected. 19 joint AAFC/US MU projects were selected during the IR-4's planning meeting (Oct 31 - Nov 1, 2007). AAFC consulted with and solicit written support from the pesticide registrants whose pesticides were chosen for the crop-pest research priorities selected. As several of the priorities selected were with unregistered pesticides and the PMRA does not accept PSCR for unregistered pesticides, AAFC could not submit for all selected priorities. Draft study plans were prepared for all projects in which trial would be conducted in 2008 prior to the 2008 Field RFP (February 2008). Over 500 field and greenhouse trials were conducted in 2007. All residue trials respected GLP requirements without any significant observations. 45 AAFC MU projects were completed and submitted to either the registrant or PMRA during the 2007-2008 FY.
HC (PMRA)	(a) Improving access to agricultural minor-use pesticides, and reduced-risk pesticides for agricultural use.	$20.8M	$4.0M	$4.0M	Product evaluation work-review presubmission proposals from AAFC and provincial coordinators and issue data requirements. Register new minor crop uses, including minor use and reduced-risk products and uses. Harmonization work and regulatory projects-Joint Reviews in collaboration with the U.S. EPA, AAFC and U.S. Department of Agriculture IR-4 Program, further work on crop groupings and on Maximum Residue Levels (MRL) promulgation. Increase communication and provide feedback to AAFC to improve the quality and use of scientific rationales.	No. of D 3.1 Received 129 Passed 90 Reviewed 96 No. of D 3.2 Received 109 Passed 91 Reviewed 93 No. C6.3 Label Review Received 95 Reviewed 89 The PMRA registered 663 new minor uses through submissions for new or amended pest control products, including 546 food uses and 117 non-food uses, thus helping to reduce the technology gap which exists between Canada and its export markets. This gap was further reduced through the initiation of PMRA/EPA Joint Reviews/Registrations of minor use label expansions which resulted in the registration of the first joint label expansions. PMRA is working with the EPA and regulatory agencies in other jurisdictions to expand the use of joint reviews and work sharing for minor uses.
NRCan	(b) Develop and facilitate the use of reduced-risk pesticides and biological pesticides for forestry.	$4.1M	$0.5M	$0.4M	Review final reports of five projects funded for one year only, and plan strategy and priorities for future funding. NRCan will continue work to integrate and coordinate activities with the other 5NR partners and stakeholders. Collaborate in the development of the "National Forest Pest Strategy". The NRCan-CFS Minor Use Advisor hired under this fund will continue to work in collaboration with AAFC at the to facilitate registration of reduced risk/minor use pest control products against pest on outdoor woody ornamentals and forests. Coordinate and report on six projects for minor use pesticides in Canada. Support for the 2007 National Forest Pest Management Forum at the Ottawa Congress Centre. Support for a new round of forest projects on reduce risk pest control products.	Results of the following projects funded under NRCan pesticides program were: The synthetic pheromone (called fuscumol) of the brown spruce longhorn beetle was formulated in biodegradable Heron flakes, and release rates were quantified. A patent application was submitted for "fuscumol" aggregation pheromone of the spruce longhorn beetle. Development and testing pheromone formulations for use in early intervention pest management strategies of the spruce budworm - The spruce budworm pheromone product, "Hercon Disrupt Micro-Flake SBW", for suppression is nearing registration. A demonstration trial was designed to familiarize end- users with the spruce budworm pest management potential of the Disrupt Micro-Flake SBW formulation and the Hercon Pod dispersal system. The Development of a Bacillus thuringiensis product for control of sawflies - Efforts to establish a laboratory colony from field-collected Diprion similis sawfly larvae was unsuccessful due to the low availability of larvae in the field. Isolates from the culture collection were obtained and cultured spore-crystal suspensions are being held until there is a sawfly colony for bioassays. Calibration of a sex pheromone monitoring and trapping system for the blackheaded budworms - In 2007, the budworm populations were very low resulting in low trap catches and very low egg deposition. Therefore, the basic trap calibration could not take place and the project is terminated until higher population levels are found. However, the pheromone lures did prove effective in detecting low numbers of the budworms. Studies are underway on the use of the pathogenic fungus Beauveria bassiana against white pine weevil and other bark beetles. The team has developed an expertise in molecular and morphological identification of fungi. The Enhanced Pest Management Methods S&T Program (EPMM) is now integrated into the National Forest Pest Strategy. The NRCan-CFS Minor Use Advisor continued to collaborate with AAFC to facilitate registration of reduced risk pest control products against pest on outdoor woody ornamentals and forests. The Advisor is involved in 17 AAFC national minor use "A" priority projects - all forestry and ornamentals related 4 uses of pesticides have been registered and another 3 were submitted to the PMRA for final review. Provided financial and research support for the 2007 National Forest Pest Management Forum which consists of stakeholders, managers, regulators, and others interested in pest management. Presentations and posters were presented on projects funded under this program.
TOTAL		$154.96M	$27.5M	$23.843M

Results to be Achieved by Non-federal Partners: n/a

Contact Information:
Grace Lewis, Project Officer
Policy, Communications and Regulatory Affairs Directorate, PMRA
613-736-3592

Approved by:
Jason Flint, A/Director General
Policy, Communications and Regulatory Affairs Directorate, PMRA
613-736-3914

Date Approved: 21 July 2008

1. Name of Horizontal Initiative: Federal Tobacco Control Strategy 2007-2011

2. Name of Lead Department: Health Canada

3. Start Date: 2001

4. End Date: 2011

5. Total Federal Funding Allocation: $361.0 M

6. Description:

The Federal Tobacco Control Strategy (FTCS) establishes a framework for a comprehensive, integrated, and multi-faceted approach to tobacco control. It focuses on four mutually reinforcing components: protection, prevention, cessation and product regulation.

The FTCS 2007-2011 is driven by the Government's longstanding commitment to reduce the serious and adverse health effects of tobacco use. The Strategy is led by Health Canada (HC) and involves several federal partners.

7. Shared Outcome:

The goal is to reduce overall smoking prevalence from 19% in 2005 to 12% by 2011.
Objectives:

• Reduce prevalence of Canadian youth (15-17) who smoke from 15% to 9%;
• Increase number of adult Canadians who quit smoking by 1.5 million;
• Reduce prevalence of Canadians exposed daily to second-hand smoke from 28% to 20%;
• Examine the next generation of tobacco control policy in Canada;
• Contribute to global implementation of the WHO Framework Convention on Tobacco Control (FCTC); and
• Monitor and assess contraband tobacco activities and enhance compliance.

8. Governance Structure:

Resources for implementation of the FTCS were allocated to a number of departments and agencies. HC is responsible for regulating the manufacture, sale, labelling and promotion of tobacco products, as well as developing, implementing and promoting initiatives that reduce or prevent the negative health impacts associated with smoking.

Partner departments and agencies are:

• Public Safety Canada (PS) (formerly Public Safety and Emergency Preparedness Canada) - administers funding for monitoring levels of contraband tobacco activity. The Department also provides policy advice and support on smuggling issues and leads Canada's delegation that is negotiating an international protocol on illicit trade in tobacco products.
• Office of the Director of Public Prosecutions (formerly Department of Justice) - is responsible for monitoring federal fines imposed in relation to tobacco and other types of offences, and for enforcing and recovering outstanding fines.
• Royal Canadian Mounted Police (RCMP) - is responsible for enforcement of laws in relation to international movement of tobacco products including illicit manufacture, distribution or possession of contraband tobacco products.
• Canada Revenue Agency (CRA) (formerly Canada Customs and Revenue Agency) - is responsible for ensuring assessment and collection of tobacco taxes and monitoring tobacco exports.
• Canada Border Services Agency (CBSA) (previously part of former Canada Customs and Revenue Agency) - is responsible for monitoring and assessing the contraband tobacco market in Canada and internationally, as well as improving the administration of assessment and collection of new tobacco taxes on imported tobacco.

9. Federal Partners Involved in each Program	10. Names of Programs	11. Total Allocation for 2007-2011	12. Forecasted Spending for 2007-2008	13. Actual Spending in 2007-2008	14. Planned Results for 2007-2008	15. Achieved Results in 2007-2008
1. HC	FTCS	$284.2 M	$56.8 M	$55.1 M	See text below.	See text below.
2. PS	FTCS	$3.0 M	$0.6 M	$0.6 M	See text below.	See text below.
3. ODPP	FTCS	$11.2 M	$2.2 M	$2.1 M	See text below.	See text below.
4. RCMP	FTCS	$8.6 M	$1.7 M	$0.8 M	See text below.	See text below.
5. CRA Assessment and Client Services (previously Assessment and Collections) Excise and GST/HST Rulings Directorate/ Legislative Policy and Regulatory Affairs Branch	FTCS	$4.0 M ($54.0 M total allotment to CRA, includes $50.0 M to Customs/CBSA and $4.0 M to CRA)	$0.8 M ($10.8 M allocated between Customs/ CBSA ($10.0 M) and two CRA areas ($0.8 M)	$0.2 M $0.6 M	See text below.	See text below.
6. CBSA Intelligence Directorate and Travellers Division	FTCS	$28.5 M for activities plus $21.5 M for loss of duty-free licensing	$5.7 M for activities plus $4.3 M for loss of duty-free licensing	$5.7 M for activities plus $4.3 M for loss of duty- free licensing	See text below.	See text below.
Total 2007-2011		Total $361.0 M	Total $72.2 M	Total $69.4 M

16. Comments on Variances:

As part of the September 2006 expenditure review, the HC, First Nations and Inuit Health Branch portion of the FTCS funding was eliminated. This reduced HC's overall budget by $8.3 M in 2007-2008, $10.8 M in 2008-2009 and ongoing.

17. Results Achieved by Non-federal Partners:

Through funding provided by the FTCS, the Akwesasne Mohawk Police (AMP) have been able to increase their surveillance and monitoring of tobacco smuggling. The AMP have reported participating in Joint Forces Operations that have led to charges and seizures, including tobacco. All tobacco seizures made by the AMP are turned over to the RCMP for prosecutions and reported through the RCMP Cornwall Detachment.

The AMP have enhanced their capacity in intelligence development and specialized criminal investigation techniques through work with Canadian and U.S. law enforcement partners in the Integrated Border Enforcement Team in the Cornwall area. In addition, they have had an opportunity to lead and participate in Joint Forces Operations related to cross-border criminal activities and organized crime.

18. Contact Information:

Brenda Paine
(613) 941-9826

19: Approved By:

20. Date Approved:

	14. Planned Results for 2007-2008	15. Results Achieved in 2007-2008
1. Health Canada	1) Protecting Canadians from inducements to smoke through development of regulations to restrict the display at retail of tobacco products, branded accessories and signs on the availability and price of tobacco products. 2) Toxicological testing of tobacco products and bio-markers of exposure to tobacco products will be undertaken. 3) The FCTS will combine an ongoing evaluation strategy built on its approved Results-based Management Accountability Framework, with cost-effectiveness studies and econometric modelling. 4) Health Canada will explore innovative risk assessment methodologies to assess whether modified tobacco products are more or less toxic than products now on the market. 5) The signing of the WHO FCTC is an opportunity to ensure that international policy and Canada's policy are mutually reinforcing. 6) Monitor the impact of tobacco control initiatives through the Canadian Tobacco Use Monitoring Survey (CTUMS).	Provinces and territories enacted legislation banning display at retail, therefore, Health Canada did not continue its regulatory requirement. The Department undertook development work on bio-markers. Results will be available in 2010. Cost-effectiveness and econometric modelling for 2007-2008 was completed. A variety of products were looked at, including smokeless tobacco and cigars, and their toxicity against cigarettes was assessed. Like cigarettes, these products are mutagenic, cytotoxic, and genotoxic. Canada participated at WHO FCTC Conference of Parties and assisted other countries with their implementation of the FCTC. Results from the CTUMS for data collected between February and June 2007, reveal that 19% of the population (just under five million Canadians) aged 15 years and older were smokers. Among youth aged 15-19 years, 15% were current smokers. The prevalence of smoking among young adults aged 20-24 years was reported at 24%.
2. PS	Enhanced partnership arrangement with Akwesasne Mohawk Police.	See Results Achieved by Non-federal Partners above. In February 2008, Public Safety led Canada's delegation that participated in the first International Negotiating Body to develop a protocol on illicit trade in tobacco products. The objective is to develop a protocol, for adoption in 2010, that will create international standards to curb illicit trade in tobacco products.
3. ODPP	1) Prioritize fine recovery for fines ordered under cigarette contraband and tobacco sales to youth convictions. 2) Increase the number of fines satisfied by a minimum of 15 percent. 3) Analyze trends and prioritize the most effective and least costly recovery methods. 4) Prioritize payment of fines over incarceration, but enhance enforcement measures when appropriate. 5) Reduce costs to client departments in regards to fees incurred for Crown counsel attending motions for extensions in the delay to pay a fine.	The Fine Recovery Program continued to focus on these priorities, adjusting its enforcement focus in accordance with changes in the volume and nature of contraband activity, resultant convictions and fines ordered. 2) Rigorous and effective pursuit of outstanding fines in all regions resulted in a significant increase in amounts collected. 3) Priority is given to the most cost-effective methods of recovery, in particular, demand letters, telephone calls and negotiating payment agreements. In addition, progress was made toward a new tool for more efficient fine collection in partnership with CRA (refund set-off). 4) Emphasis was placed on fine payments rather than incarceration, including through use of negotiated payments and civil measures to seize assets when appropriate and necessary. 5) Crown counsel assigned to Fine Recovery Units continued to oppose all motions for payment extensions heard at court, resulting in a decrease in counsel fees to client departments for these hearings, and contributing to greater compliance with fine orders.
4. RCMP	1) Provide the Department of Finance, HC and other partners with updates on illicit tobacco trade activities. 2) The RCMP monitors illegal activities at and along the Canada/U.S. border through use of strategic detection and surveillance equipment. 3) Expand cooperation with international and national law enforcement partners.	1) Regular reports on the illicit tobacco situation were provided to Finance and HC. Reports are provided to other partners and key Ministerial entities upon request. Tobacco analysts attend regular meetings to brief the Department of Finance and provided the Department with the 2006 Strategic Intelligence Assessment. The 2007 Strategic Intelligence Assessment will be submitted in August 2008. Release of the RCMP 2008 Contraband Tobacco Enforcement Strategy, whose overall goal is to nationally reduce the availability of and decrease the demand for contraband tobacco, while supporting government health objectives. 2) Improved border security through use of sophisticated technology which permits detection and monitoring of illegal border intrusions, resulting in vital intelligence and eventual enforcement actions. Joint Canada/U.S. Shiprider Operation in 2007 in Cornwall/St. Lawrence Seaway region targeted cross-border smuggling and intelligence gathering. 3) Co-hosted the 2008 Joint U.S./Canada Tobacco Diversion Workshop with American and Canadian agencies. Broad participation in the Interprovincial Tax Investigators Conference focused on contraband tobacco and other illicit tobacco issues. Involved as participant with the Department of Public Safety Task Force on Contraband Tobacco to identify potential concrete measures that will disrupt and reduce trade in contraband tobacco. Participated in 2008 at an information-sharing workshop with the U.S. Alcohol, Tobacco, Firearms and Explosives Agency on current contraband tobacco investigations. Participated in February 2008 at the WHO-FCTC negotiations on a Protocol for Tobacco Control.
5. CRA	1) Systems adjustments and maintenance to reflect legislative changes that affect rates, reporting and refunds, as well as program changes to include duty-free shops and ships' stores.	1) Systems and reporting capabilities were maintained as required to meet program requirements.
Assessment and Benefit Services (previously Assessment and Collections)	2) Verify export activity.	2) The Tobacco Enforcement Verification Program (field) effectively monitored movement of exported tobacco products.
Excise and GST/HST Rulings Directorate/ Legislative Policy and Regulatory Affairs Branch	3) Ensure compliance with legislative requirements imposed on the manufacture, sale and possession of tobacco products in Canada.	3) Excise duty officers performed audits and regulatory reviews of licensed manufacturers to ensure compliance with legislative requirements.
	4) Work with stakeholders to monitor and assess effectiveness of measures used to reduce contraband tobacco.	4) Participated on a number of committees dealing with monitoring and control of tobacco products, including those dealing with interprovincial issues. Co-hosted the Tobacco Diversion Workshop with Canadian and U.S. participation.
	5) Provide Department of Finance with advice to assist in development of policy and determination of the magnitude and timing of future tax increases.	5) Met with Department of Finance as required. Provided industry and product information.
	6) Support RCMP enforcement activity.	6) Supported RCMP enforcement activity by providing information about specific tobacco transactions as well as expert testimony and affidavits.
6. CBSA Intelligence Directorate	1) Provide advice to Department of Finance on matters that will impact the future tax structure on tobacco.	1) Attended monthly meetings with Department of Finance and partners to discuss and serve as a reference for questions on tobacco issues.
	2) Monitor and report on the contraband tobacco situation in Canada.	2) Provided monthly analysis of the national contraband situation by compiling reports received from the Regions. Partnered with RCMP in annual risk assessment of the nature and extent of tobacco contraband activity. Coordinated development of tobacco intelligence in the Regions.
	3) Expand cooperation with international and national law enforcement partners.	3) Actively participated in Joint Force Operations with law enforcement partners across the Regions. Co-hosted the Joint U.S./Canada Tobacco Diversion Workshop 2008 with American and Canadian agencies. Developed and maintained contact with international tobacco enforcement personnel.
Travellers Division	Collection of tobacco duties imposed on personal importations of returning Canadians.	CBSA front-line officers collected duties and taxes from previously exempted personal importations of tobacco.

Human Resources and Social Development Canada

TABLE 8: Horizontal Initiatives

During fiscal year 2007-2008 Human Resources and Social Development Canada was involved in the following horizontal initiatives. Unless otherwise mentioned in the list, Human Resources and Social Development Canada acts as the lead department for these initiatives.

Aboriginal Skills and Employment Partnership Program Youth Employment Strategy Canada Student Loans Program Homelessness Partnering Strategy National Child Benefit Multilateral Framework on Early Learning and Child Care Early Childhood Development Agreement

Name of Horizontal Initiative: Aboriginal Skills and Employment Partnership Program
Name of Lead Department: Human Resources and Social Development Canada				Lead Department Program Activity: Labour Market
Start Date of the Horizontal Initiative: October 3, 2003				End Date of the Horizontal Initiative: March 31, 2012
Total Federal Funding Allocation (start to end date): $199.5M
Description of the Horizontal Initiative (including funding agreement): The Aboriginal Skills and Employment Partnership program was initially an $85 million initiative beginning in 2003 to 2009. Budget 2007 expanded and extended the program through an additional investment of $105 million for 2007-2012. The Aboriginal Skills and Employment Partnership is targeted at developing the skills of Canada's Aboriginal workforce, promoting maximum employment for Aboriginal people on major economic developments across Canada and providing lasting benefits for Aboriginal communities, families and individuals. The Aboriginal Skills and Employment Partnership program is an opportunity driven initiative that is implemented through formalized partnerships between the private sector and Aboriginal communities (and others such as the province and training institutions). The partnerships are responsible for jointly developing and managing comprehensive, multi-year skills development plans that will ensure long-term highly skilled sustainable employment as a result of the projects. The comprehensive Aboriginal training-to-employment plan covers a broad continuum ranging from basic skills, literacy and academic upgrading, through job-specific training and apprenticeships to retention counselling and other on-the-job supports. The plan must have a commitment from the employers to provide at least 50 long-term (sustainable) jobs for Aboriginal people. The partnership must also make a significant financial contribution to the training plan and must develop a governance model that will manage and oversee the project. http://srv119.services.gc.ca/AHRDSInternet/general/public/asep/asep_e.asp
Shared Outcome(s) : Long term sustainable employment for Aboriginal people on major economic developments.
Governance Structure(s): Aboriginal Skills and Employment Partnership is a national, centrally managed program. It promotes the maximum employment of Aboriginal people through a collaborative approach. The implementation of the Aboriginal Skills and Employment Partnership projects requires the participation of Aboriginal organizations the private sector, provincial governments and others as appropriate and may involve collaboration with regional Service Canada officials. Formalized incorporations are formed to develop and manage training to employment plans to ensure that Aboriginal people are trained for the targeted long-term jobs. Aboriginal Skills and Employment Partnership proponents receive direct support through a multi-year contribution agreement negotiated by Human Resources Social Development Canada based on a human resources development plan. Aboriginal Skills and Employment Partnership proponents are responsible for interim and final financial and performance reports.
$ Million
Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date)	Planned Spending for 2007- 2008	Actual Spending for 2007- 2008	Expected Results for 2007-2008	Results Achieved in 2007-2008
Human Resources and Social Development Canada	PA 1	a. Aboriginal Skills Employment Partnership	$190.0M (program and operating)	$20.8M (program and operating)	$17.5M (program and operating)	1,750 Aboriginal clients served 1,000 interventions completed 340 clients returned to employment following ASEP intervention	1,439 Aboriginal clients served 2,395 interventions completed 570 clients returned to employment following ASEP intervention
National Resources Canada	PA 1	a. ASEP - New Brunswick Project	$0.4M	$0.0M	$0.1M	n/a	n/a
Indian and Northern Affairs Canada	PA 2	(a) ASEP Manitoba Hydro Northern	$3.3M	$0.0M	$0.0M
		(b) Nunavut Fisheries Training	$0.3M	$0.0M	$0.0M
		(c) Mine Training Society	$5.5M	$0.0M	$0.9M
			Total $199.5M	Total $20.8M	Total $18.5M
Comment(s) on Variance(s) : Variance due to delays in project proposals start dates which will occur next fiscal year
Results to be Achieved by Non-federal Partners (if applicable): n/a
Contact Information: Keith Conn, Director General, Aboriginal Affairs (819-997-8551) Skills and Employment Branch keith.conn@hrsdc-rhdsc.gc.ca Place du Portage, Phase IV 140 Promenade du Portage Gatineau, Quebec

Name of Horizontal Initiative: Youth Employment Strategy
Name of Lead Department: Human Resources and Social Development Canada				Lead Department Program Activity: Labour Market
Start Date of the Horizontal Initiative: April 1, 2003				End Date of the Horizontal Initiative: Ongoing
Total Federal Funding Allocation (start to end date): On-going Funding
Description of the Horizontal Initiative (including funding agreement): The Youth Employment Strategy supports Canadian youth as they move into the world of work. The Strategy plays a role in developing Canada's workforce by providing young Canadians with access to programs and services to help them gain the skills, knowledge, career information and work experience they need to find and maintain employment and make a successful transition into the labour force. The Youth Employment Strategy is designed to respond to labour market challenges facing youth, aged 15 to 30. The Strategy has three program streams: Skills Link, Career Focus and Summer Work Experience, which includes the Canada Summer Jobs initiative. Skills Link provides youth-at-risk with opportunities to develop skills they need to find work or return to school. Career Focus helps post-secondary graduates find work in their area of specialization. Summer Work Experience helps secondary and post-secondary graduates acquire career-related skills and financing for their education through summer jobs. The Government of Canada's support to young Canadians is a shared responsibility and a partnership effort among many departments and organizations. Human Resources and Social Development, along with 11 other federal government departments, work cooperatively with other levels of government, Aboriginal organizations, educational institutions, and private sector, not-for-profit and voluntary sector organizations to deliver Youth Employment Strategy initiatives. http://www.youth.gc.ca/index.jsp
Shared Outcome(s) : The shared outcomes of partners for the common key results are: Number of youth served Number of youth employed / self-employed Number of youth returning to school
Governance Structure(s): The Youth Employment Strategy has in place an umbrella Results-based Management and Accountability Framework (RMAF) that represents a commitment among the twelve participating federal departments to undertake ongoing collection of common performance management data to ensure effective overall performance management of the program. As lead department, Human Resources and Social Development Canada with Service Canada chairs and is responsible for the coordination and management of an Interdepartmental Operations Committee that is responsible for reporting on the implementation of the Youth Employment Strategy. The Evaluation Steering Committee is another Youth Employment Strategy interdepartmental committee. There is also a Communications Sub-Committee reporting to the Operations Committee. Youth Employment Strategy initiatives are delivered nationally, regionally and locally using a variety of funding instruments, such as contribution agreements and some direct delivery methods. Transfer payments are provided primarily by participating departments through contribution agreements and service delivery agreements in support of participants' remuneration and overhead costs. Youth Protocols for joint planning mechanisms have been signed with Newfoundland and Labrador, Nova Scotia, Prince Edward Island, New Brunswick and Manitoba.
$ Million
Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date)	Planned Spending for 2007- 2008	Actual Spending for 2007- 2008	Expected Results for 2007-2008	Results Achieved in 2007-2008
1. Human Resources and Social Development Canada and Service Canada	PA 1	a. Career Focus	On-going	13.0	11.6*	HRSDC - Sectoral Career Focus Clients Served: 454 Employed or Self-Employed: 90% or 408 Return to School: 10% or 45 Contribution Agreements: 14 Funds Leveraged: $10.8M	HRSDC - Sectoral Career Focus Clients Served: 879 Employed or Self-Employed: 371 Return to School: 12
						Service Canada Clients Served: 400-600 Employed or Self-Employed: 300 - 375 Return to School:10-30 Contribution Agreements: 80 - 110 Funds Leveraged: $2-4 M	Service Canada Clients Served: 530 Employed or Self-Employed: 356 Return to School: 25 Contribution Agreements: 80 Funds Leveraged: $2,102,480
		b. Skills Link		167.5	141.0*	HRSD with Service Canada Clients Served: 14,000-16,000 Employed or Self-Employed: 5,950- 6,250 Return to School: 1,250-1,350 Contribution Agreements: 1,100-1,300 Funds Leveraged: $65-80M	Clients Served: 14,763 Employed or Self-Employed: 6,448 Return to School: 1,359 Contribution Agreements: 960 Funds Leveraged: $31,702,264
	PA 2	c. Summer Work Experience		54.2	107.4*	HRSD with Service Canada No targets set (program under review as part of government's commitment to on-going program expense review)	Clients Served: 41,571 Employed or Self-Employed: n/a Return to School: 41,571
2. Agriculture and Agri-Food Canada	PA 1	a. Career Focus		1.1	0.8	Targets are not set by HRSDC for other Government departments	Clients Served: 126 Employed or Self-Employed: 118 Return to School: 8
3. Canadian Food Inspection Agency	PA 1	a. Career Focus		0.1	0.1		Clients Served: 3 Employed or Self-Employed: 3
4. Canadian International Development Agency	PA 1	a. Career Focus		6.4	5.5		Clients Served: 576 Employed or Self-Employed: 131 Return to School: 25 (179 out of 576 participants provided CIDA with current employment status)
5. Canadian Heritage	PA 1	a. Career Focus		0.9	0.9		Clients Served: 86 Employed or Self-Employed: 23 Return to School: 4
		b. Summer Work Experience		9.8	7.2		Clients Served: 1,865 Return to School: 911
6. Environment Canada	PA 1	a. Career Focus		3.3	1.6		Clients Served: 156 Employed or Self-Employed: 133 Return to School: 8
7. Industry Canada	PA 1	a. Career Focus		9.8	8.1		(CFS-TWEP) Clients Served: 257 Employed or Self-Employed: 39 Return to School: 15 (CAP YI) Clients Served: 838
		b. Summer Work Experience		10.0	5.5		(CAP YI - Summer) Clients Served: 394 Return to School: 394 (Student Connections) Clients Served: 391 Return to School: 391
8. National Research Council	PA 1	a. Career Focus		5.4	5.0		Clients Served: 331
9. Natural Resources Canada	PA 1	a. Career Focus		0.6	0.6		Clients Served: 79 Employed or Self-Employed: 63 Return to School: 16
10. Canada Mortgage and Housing Corporation	PA 1	a. Skills Link		1.0	1.0		Clients Served: 101 Employed or Self-Employed: 19 Return to School: 10
11. Indian and Northern Affairs Canada	PA 1	a. Skills Link		14.0	15.4		Clients Served: 11,332 Employed or Self-Employed: 38 Return to School: 150
		b. Summer Work Experience		10.0	9.8		Clients Served: 18,697 Employed or Self-Employed: n/a Return to School: 6,195
12. Parks Canada	PA 1	a. Summer Work Experience		2.0	2.0		Clients Served: 280 Return to School: 280
			Total On-going	Total 309.1	Total 323.5
Comment(s) on Variance(s) : Actual spending was higher than planned spending due to funding received by HRSDC through the 2007-2008 Supplementary Estimates (A) for the Canada Summer Jobs program in the Summer Work Experience YES stream, offset by delays in implementation of Skills Link and Career Focus projects as well as the inability of some employers funded under the Canada Summer Jobs to fill all the positions for which they were approved for funding and because some students left their jobs early.
Results to be Achieved by Non-federal Partners (if applicable): n/a
Contact Information: John Atherton, Director General, Active Employment Measures (819) 994-6916 Skills and Employment Branch john.atherton@hrsdc-rhdsc.gc.ca Place du Portage, Phase IV 140 Promenade du Portage Gatineau, Quebec
*Note - HRSDC's actual spending in 2007-2008 includes estimated operating resources of $23.9 million.

Name of Horizontal Initiative: Canada Student Loans Program
Name of Lead Department: Human Resources and Social Development Canada				Lead Department Program Activity: Learning
Start Date of the Horizontal Initiative: August 1, 1964				End Date of the Horizontal Initiative: Ongoing
Total Federal Funding Allocation (start to end date): Ongoing
Description of the Horizontal Initiative (including funding agreement): The purpose of the Canada Student Loans Program is to promote accessibility to post-secondary education for individuals with demonstrated financial need by lowering financial barriers through the provision of loans and grants and to ensure Canadians have an opportunity to develop the knowledge and skills to participate in the workplace and community. Since 1964, the Canada Student Loans Program has assisted millions of students in their pursuit of post-secondary education. In August of 2000, the Canada Student Loans Program shifted from the risk-shared financing arrangements that had been in place with financial institutions between 1995 and 2000 to a direct student loan financing regime. This meant that the Program had to redesign the delivery mechanism in order to directly finance student loans and two private sector service providers were engaged in 2001 to administer the loans. Effective March 2008, the contract for loan administration was awarded to a single selected service provider. Information for the public on saving, planning and paying for post-secondary studies and specific information for Canada Student Loans Program clients (including information on learning opportunity selection, financial planning, and how to apply for, maintain and repay student loans) can be accessed at: http://www.canlearn.ca
Shared Outcome(s): Maintain the Government's commitment to accessible post-secondary education by: lowering financial barriers to post-secondary education through the provision of financial assistance to eligible Canadians ensuring a more manageable debt burden for borrowers.
Governance Structure(s): The Government of Canada has entered into Integration Agreements with four provinces (Ontario, Saskatchewan, New Brunswick and Newfoundland and Labrador) in order to create a "one-student-one-loan" service approach. These four integrated provinces accounted for over 60% of the Canada Student Loans Program borrowers. The administration of the current Program is the product of a co-operative effort between Human Resources and Social Development Canada, Service Canada, Canada Revenue Agency, participating provinces and the Yukon Territory, one Service Provider and Public Works and Government Services Canada. These agents are responsible for conducting one or more activities during the loan lifecycle. Program documents and communications tools are typically prepared with the input and approval of both federal and participating provincial and territorial governments. Quebec, the Northwest Territories and Nunavut do not participate in the Canada Student Loans Program. These jurisdictions receive an alternative payment to assist in the cost of delivering a similar student financial assistance program. Effective management of the Program and of relations with third-party agents is the primary responsibility of the Canada Student Loans Program. Program activities include, for example, client relations for escalated cases and comptrollership. The application and needs assessment for the Program is delivered by provincial student assistance offices, which also administer provincial aid. The participating provinces and the Yukon Territory: determine individual eligibility for loans and Canada Access Grants based on federal criteria; assess students' financial needs based on federal criteria; issue loan certificates; administer and deliver Canada Study Grants; and designate educational institutions that students may attend with Canada Student Loans Program assistance. While the Canada Student Loans Program provides the guidance and direction on how the Program is to be delivered, the Service Provider assumes responsibility for managing the loans once the loan agreement is signed and submitted for processing. Service Provider's responsibilities include: verifying loan agreements; managing the in-study interest-free period; negotiating and handling loan repayment; and debt management, including counselling borrowers on debt management options, receiving and assessing applications, and managing the loans. Public Works and Government Services Canada is responsible for disbursing loans from files previously approved by Canada Student Loan Program to the borrowers and to Educational Institutions, for any funds directed to pay for tuition. Canada Revenue Agency Non-Tax Collection Services is the agent responsible for debt collection. Delinquent guaranteed and risk-shared loans become debts to the Crown when the Government of Canada buys back the debt from financial institutions. Canada Revenue Agency Non-Tax Collection Directorate becomes responsible for directly financed loans after the Service Provider has attempted collection of a set period of time and the borrower has either not made payments on their loan or is unwilling to repay. These activities may also be conducted by private collection agencies under contract to Canada Revenue Agency. These private collection agencies must abide by Canada Revenue Agency collection guidelines when carrying out the recovery of Crown debts.
$ Million
Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date)	Planned Spending for 2007- 2008	Actual Spending for 2007- 2008	Expected Results for 2007-2008	Results Achieved in 2007-2008
1.	Human Resources Social Development Canada Public Works and Government Services Canada Canada Revenue Agency	N/A	Ongoing statutory funding	790.4 Loans Disbursed under the Canada Student Financial Assistance Act $2.0B	572.2	Estimated number of Canadians to benefit from the Canada Student Loans Program (includes loans, grants and non-repayable in-study interest subsidies): 455,000 a Estimated number of Canadians to benefit from Canada Study Grants and Canada Access Grants: 80,000 b	Actual number of Canadians to benefit from the Canada Student Loans Program (includes loans, grants and non-repayable in-study interest subsidies): 460,000 Actual number of Canadians to benefit from Canada Study Grants and Canada Access Grants: 93,277
			Total	Total 790.4	Total 572.2
Comments on Variance(s) : The bulk of the variance ($218.2M) is due to higher then expected Interest Revenues on Direct Loan ($107.1M), Bad Debt Expense adjustment ($48.8M) due to a combinations of change in the methodology of calculating the expense by the Office of the Chief Actuary and accelerated repayment, as well as a major decrease in the alternative payments ($58.7M) resulting from a decrease in defaulted loans. Moreover, other variances, for a total of ($3.6M) are the combination of minor variances related to other components of the program.
Results to be Achieved by Non-federal Partners (if applicable):
Contact Information: Barbara Glover Director General Canada Student Loans Program (819) 994-2377			Approved by: David MacDonald Assistant Deputy Minister Learning (613) 957-7444			Date Approved:
For information regarding your loan or loan repayment, please visit: http://osap.gov.on.ca/eng/not_secure/general.htm#NSLSC or http://www.canlearn.ca
a Please note that the number is estimated as loans are awarded based on client eligibility and demonstrated need. b Please note that the number is estimated as grants are awarded based on client eligibility and demonstrated need.

Name of Horizontal Initiative: Homelessness Partnering Strategy
Name of Lead Department: Human Resources and Social Development Canada				Lead Department Program Activity: Housing and Homelessness
Start Date of the Horizontal Initiative: April 1, 2007				End Date of the Horizontal Initiative: March 31, 2009
Total Federal Funding Allocation (start to end date): $269.6M over two years which include $6M for Surplus Federal Real Property for Homelessness Initiative and is administrated by Public Works and Government Services Canada.
Description of the Horizontal Initiative (including funding agreement): The Homelessness Partnering Strategy (which replaced the National Homelessness Initiative) makes strategic investments in community priorities and includes a planning process that encourages cooperation between governments, agencies and community-based organizations to find local solutions for homeless people and those at-risk. The Homelessness Partnering Strategy is designed to provide supports to 61 designated communities and some small, rural, northern and Aboriginal communities to develop community-based measures that assist homeless individuals and families move toward self-sufficiency. Under the Homelessness Partnering Strategy, the Surplus Federal Real Property for Homelessness Initiative is more flexible to allow land exchanges. Community groups can exchange, under certain conditions, a federal property received under the Surplus Federal Real Property for Homelessness Initiative for another similar, and more suitable, property. In addition, the control period has been extended to 15 years (from five under the National Homelessness Initiative) to ensure long-term, lasting benefits to the recipients and the communities. Both enhancements were contained in the new Terms and Conditions for the program. The Homelessness Partnering Strategy continued to: help communities build on their successes and focus on interventions to help prevent and break the cycle of homelessness; achieve results for Canadians by focusing on attaining self-sufficiency and not just temporary measures; require that federal money be targeted more at the development of transitional and supportive housing and at improving programs that help homeless people become self-sufficient such as skills training, health and substance abuse treatment; enhance the partnership approach with provinces and territories, communities and the private and voluntary sectors to strengthen capacity and build sustainability; carry out research to foster a better understanding of homelessness as well as collect and disseminate best practices to assist in designing the most effective responses. For more information, please visit the Homelessness Partnering Strategy website: http://www.homelessness.gc.ca Background In December 1999, the Government of Canada launched the National Homelessness Initiative, a three-year initiative with a budget allocation of $753 million to develop new programs and to enhance existing programs to address the issue of homelessness in Canada. In February 2003, the Government extended the National Homelessness Initiative for an additional three years with a budget allocation of $405 million. In November 2005, the Government announced a one-year extension (2006-2007) of the National Homelessness Initiative with a budget allocation of $134.8 million to sustain communities through investments in successful homelessness initiatives. On December 19, 2006, the Government announced the new Homelessness Partnering Strategy which took effect on April 1, 2007 and continues until March 31, 2009 with a budget allocation of $269.6 million.
Shared Outcome(s): Enhanced income security, access to opportunities and well-being for individuals, families and communities.
Governance Structure(s): The Homelessness Partnering Strategy community-based stream - the Homelessness Partnership Initiative - is delivered via two models: community entity model: Under this model, the Community Advisory Board recommends projects to the community entity (an incorporated organization) which is the decision-making body responsible for approving project proposals and determining the eligibility of projects. Human Resources Social Development Canada is responsible for managing the contribution agreement and all related activities. The community, in consultation with Service Canada, has designated responsibility for program delivery to a specific local organization; and shared delivery model: Under this model, the Community Advisory Body reviews project proposals and makes recommendations to HRSDC which manages the contribution agreement and all related activities. Both Service Canada and the community work in partnership to support funding priorities, resulting in a joint selection and decision-making process. The Minister approves the project proposals. In Quebec, unlike other provinces and territories, the Homelessness Partnership Initiative is delivered under a formal Canada-Quebec agreement, in collaboration with the Province of Quebec. Under this model, the Québec Agences de la santé et des services sociaux are responsible for the community planning process as well as the selection and recommendation of projects. These "Agences" are the delivery arm of the Quebec Health and Social Services Department, much like Service Canada is to HRSDC. A Joint Management Committee, composed of federal and provincial representatives, reviews each project and recommends successful projects for approval by the Government of Canada. The Homelessness Partnering Strategy recognizes that the prevention and reduction of homelessness requires collaboration among all levels of government, particularly the federal and provincial and territorial governments. Provinces and territories will be invited to enter into bilateral agreements with the federal government. The Canada-Quebec Agreement serves as a model that will be adapted for other jurisdictions. Partnering agreements will offer provinces and territories the opportunity to participate in community planning and priority-setting at the outset. Agreements will support the alignment of federal, provincial and territorial investments to enhance linkages between social services and housing and address the operational sustainability of community projects. This partnering approach will ensure that all of the necessary tools and supports are in place for homeless people to secure housing and supports that effectively meet their needs and for those at-risk of homelessness to attain housing stability. The Surplus Federal Real Property for Homelessness Initiative is a Homelessness Partnering Strategy program co-managed by Public Works and Government Services Canada and Human Resources and Social Development Canada, with advice and support from Canada Mortgage and Housing Corporation.
$ Million
Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date)	Planned Spending for 2007- 2008	Actual Spending for 2007- 2008	Expected Results for 2007-2008	Results Achieved in 2007-2008
	1. Human Resources and Social Development	a. Homelessness Partnership Initiative	259.9	129.9	87.6	Homelessness Partnership Initiative communities will be required to demonstrate cost matching with other partners. Increased availability and access, for homeless people, to a range of services and facilities along the continuum (i.e., emergency, transitional and supportive housing).	The ratio of total HPI funding investments versus funding by types of partners for each province and territory has not only continued but increased for the 2007-2008 fiscal year. Under the HPI, investments in transitional, supportive and longer-term housing facilities and services continued.
		b. Homelessness Accountability Network	3.7	1.9	1.0	Increased knowledge (e.g., best practices, research findings) exchanged among community service providers, researchers, and all levels of government working on issues of homelessness	Hosted the HPS National Forum and delivered six national telephone forums. A Call for Proposals resulted in 28 Homelessness Knowledge Development Program projects being approved in principle. Interdepartmental knowledge and research exchange between HPS and other HRSDC research was enhanced through participating in four HRSDC Policy Research Coordination Groups.
	2. Public Works and Government Services Canada	a. Surplus Federal Real Property for Homelessness Initiative	[Surplus Federal Real Property for Homelessness Initiative - funding is administered by Public Works and Government Services Canada]	N/A	N/A	Enhanced capacity of communities to provide facilities to homeless individuals and families	Completed the transfer of 8 properties initiated in previous years.
				Total 263.6	Total 131.8	Total 88.6
Comments on Variance(s) : The variance between the Planned and Actual Spending of $43.2M has been partially re-profiled in 2008-2009 ARLU ($17.5M). The remaining will be requested for re-profile in Supplementary Estimates (B) to ensure that funds will be available for proposals that are developed for activities to prevent and reduce homelessness.
Results to be Achieved by Non-federal Partners (if applicable):
Contact Information: Jim Young Director of Corporate Affairs and Accountability Homelessness Partnering Secretariat Telephone: (819) 956-6857			Approved by: Bayla Kolk Associate Assistant Deputy Minister Income Security and Social Development Branch			Date Approved:

Name of Horizontal Initiative: National Child Benefit
Name of Lead Department: Human Resources and Social Development Canada				Lead Department Program Activity: Children and Families
Start Date of the Horizontal Initiative: 1998				End Date of the Horizontal Initiative: Ongoing
Total Federal Funding Allocation (start to end date): Statutory
Description of the Horizontal Initiative (including funding agreement): The National Child Benefit1 contributes to a larger federal, provincial and territorial strategy, the National Children's Agenda, designed to help Canadian children. Through the National Child Benefit, the Government of Canada is working with provincial and territorial governments to provide income support, as well as benefits and services, for low-income families with children. The initiative also includes a First Nations component.
Shared Outcome(s): The National Child Benefit initiative has three goals: Help prevent and reduce the depth of child poverty; Promote attachment to the labour market by ensuring that families will always be better off as a result of working; and Reduce overlap and duplication by harmonizing program objectives and benefits and simplifying administration. Annual National Child Benefit Progress Reports include information on the level of spending by all jurisdictions. There is a data collection process to which all participating jurisdictions contribute in order to present comparable information on National Child Benefit initiatives. The data submitted by each jurisdiction is reviewed jointly to ensure consistency in reporting. To obtain the most recent Progress Report or for further information, please visit the federal, provincial and territorial National Child Benefit website: http:\\www.nationalchildbenefit.ca. Federal Spending: The Government of Canada contributes to the National Child Benefit initiative through a supplement to its Canada Child Tax Benefit. In addition to the base benefit of the Canada Child Tax Benefit, which is targeted to both low- and middle-income families, the National Child Benefit Supplement provides extra income support to low-income families with children. Federal spending on the Canada Child Tax Benefit is tracked by the Canada Revenue Agency, which is responsible for the delivery of the National Child Benefit Supplement. The federal government provided $3.5 billion through the National Child Benefit Supplement in 2006-2007. By 2007-2008, total annual federal support delivered through the Canada Child Tax Benefit system, including the National Child Benefit Supplement, is projected to reach $9.5 billion, including a projected $3.7 billion through the National Child Benefit Supplement. Provincial and territorial and First Nations Spending: Under the National Child Benefit, provinces, territories and First Nations provide benefits and services that further the goals of the initiative. The National Child Benefit Progress Report: 2006, reports that in 2005-2006, provinces, territories, and First Nations spent $873.9 million in programs and services in key areas such as child/day care initiatives, child benefits and earned income supplements, early childhood services and children-at-risk services, supplementary health benefits, and youth initiatives. This includes First Nations reinvestments in programs and services which are estimated to be $58.0 million in 2005-2006. Indicators and Impacts: The National Child Benefit Progress Report: 2006 includes an analysis of both societal level indicators, which measure areas such as low income and labour force attachment and do not infer that any changes are the result of the initiative, and direct outcome indicators, which measure only those changes that are directly attributed to the National Child Benefit. With respect to societal level indicators, the report shows that the proportion of families with children living in low income has declined significantly since the mid-1900s, decreasing from 17.6 percent in 1996 to 11.6 percent in 2004, based on Statistics Canada's post-tax low-income cutoffs. During this period, the number of children living in low income decreased from 1,304,000 in 1996 to 877,300 in 2004, a decrease of approximately 426,700 children. Further, the report estimates that in 2004, as a direct result of the National Child Benefit: 125,000 children in 59,000 families were prevented from living in low income, a reduction of 12.1 percent. This means that in 2004, there were 12.1 percent fewer families with children living in low income than there would have been without the National Child Benefit. - These families saw their average disposable income increase by an estimated $2,400, or 9.3 percent. For those families with children who remained in low income, the National Child Benefit improved their disposable income by an average of $1,600 (9.1 percent). This means that the low-income gap (the additional amount of income needed by low-income families to reach the low-income line) was reduced by 18.5 percent in 2004. In addition, in June 2005, federal, provincial and territorial governments released a synthesis report of a comprehensive evaluation of the first three years of the National Child Benefit initiative (1998-99, 1999-00, 2000-01). The evaluation compiled evidence from a number of studies and showed that the National Child Benefit is meeting its goals. In addition, a process to launch further evaluation has begun. For a complete discussion of indicators, please see Chapters 5 and 6 of the National Child Benefit Progress Report: 2006. For a discussion of evaluation results, please see the Evaluation of the National Child Benefit Initiative: Synthesis Report. These reports are available free of charge on the National Child Benefit website, at: http:\\www.nationalchildbenefit.ca
Governance Structure(s): The National Child Benefit Governance and Accountability Framework outlines the key characteristics of the federal, provincial and territorial partnership: cooperation, openness, flexibility, evolution and accountability. As a co-operative effort among governments, the National Child Benefit combines the strengths of a national program with the flexibility of provincial and territorial initiatives designed to meet the specific needs and conditions within each jurisdiction. With respect to accountability, under the Governance and Accountability Framework, federal, provincial and territorial Ministers Responsible for Social Services have committed to sharing data on reinvestment initiatives and reviewing results and outcomes achieved in order to identify best practices. Federal, provincial and territorial governments have also agreed to report annually to the public with a primary focus on performance of the initiative. To date, six annual progress reports have been published, as well as a synthesis report on a comprehensive evaluation of the first three years of the initiative. The Federal Role: Under the National Child Benefit, the Government of Canada provides additional income support to low-income families with children via the National Child Benefit Supplement component of the Canada Child Tax Benefit. Canada Revenue Agency delivers these benefits to families. Human Resources and Social Development Canada is responsible for policy development with respect to the National Child Benefit initiative, and the Minister of Human Resources and Social Development represents the Government of Canada in this federal/provincial/territorial initiative. The Canada Child Tax Benefit (including the National Child Benefit Supplement) is a tax measure, and is administered by Canada Revenue Agency. Indian and Northern Affairs Canada and Citizenship and Immigration Canada have roles in reinvestments and investments. The Provincial and Territorial Role: Under the National Child Benefit, provinces, territories and First Nations provide benefits and services that further the goals of the initiative. The National Child Benefit is designed so that provinces, territories and First Nations have the flexibility to develop and deliver programs and services that best meet the needs and priorities of their communities. As part of this flexibility, provinces and territories may adjust social assistance or child benefit payments by the full or partial amount of the National Child Benefit Supplement. This approach has resulted in families on social assistance being no worse off in terms of their level of benefits, while providing additional funds for new or enhanced provincial and territorial programs benefiting low-income families with children. It is important to note that, as the National Child Benefit initiative has matured, the majority of provinces and territories no longer recover increases to the National Child Benefit Supplement. This means that the vast majority of children living in low-income families, including those on social assistance, are currently receiving some or all of the National Child Benefit Supplement. Under the National Reinvestment Framework, provincial and territorial governments, along with First Nations, have committed to re-allocating available social assistance funds into benefits and services for children in low-income families that further the goals of the initiative. Jurisdictions have focused reinvestments primarily in five key areas: Child Benefits and Earned Income Supplements; Child Care; Early Childhood Services and Children-at-Risk Services; Supplementary Health Benefits; Youth Initiatives, and Other Benefits and Services. First Nations Role: The federal government is responsible for ensuring programs for First Nations children on reserve are comparable to those available to other Canadian children. Under the National Child Benefit, First Nations have the flexibility to reinvest savings from adjustments to social assistance into programs and services tailored to meet the needs and priorities of individual communities. Some 500 First Nations participate in the National Child Benefit and implement their own programs.
$ Million
Federal Partners	Federal Partner Program Activity2	Names of Programs for Federal Partners	Total Allocation (from start to end date)	Planned Spending for 2007- 2008	Actual Spending for 2007- 2008	Expected Results for 2007-2008	Results Achieved in 2007-2008
1.	1. Canada Revenue Agency	a. National Child Benefit Supplement	Ongoing	$3.5 billion	Not available	Continued progress on the goals of the National Child Benefit initiative, as described in "Shared Outcomes", above.	Not available
Comment(s) on Variance(s) : N/A
Results to be Achieved by Non-federal Partners (if applicable):
Contact Information: Carole Vallerand Assistant Director Economic Security Strategic Policy and Research Phone (613) 957-9865			Approved by: Shawn Tupper Director General, Social Policy Development 613-957-4707			Date Approved:
Notes : 1 The Government of Quebec has stated that it agrees with the basic principles of the National Child Benefit. Quebec chose not to participate in the initiative because it wanted to assume control over income support for children in Quebec; however, it has adopted a similar approach to the National Child Benefit. Throughout this text, references to joint federal, provincial and territorial positions do not include Quebec. 2 While Human Resources and Social Development Canada is responsible for policy development with respect to the National Child Benefit initiative, the Canada Child Tax Benefit (including the National Child Benefit Supplement) is a tax measure, and is administered by Canada Revenue Agency. In addition, Indian and Northern Affairs Canada and Citizenship and Immigration Canada have roles in reinvestments and investments.

Name of Horizontal Initiative: Multilateral Framework on Early Learning And Child Care
Name of Lead Department: Human Resources and Social Development Canada				Lead Department Program Activity: Children and Families
Start Date of the Horizontal Initiative: March 2003				End Date of the Horizontal Initiative: Ongoing
Total Federal Funding Allocation (start to end date): $350 million in 2007-2008
Description of the Horizontal Initiative (including funding agreement): In March 2003, federal, provincial and territorial Ministers Responsible for Social Services, reached agreement on a framework for improving access to affordable, quality, provincially and territorially regulated early learning and child care programs and services. Under the Multilateral Framework, the Government of Canada is providing $1.05 billion over five years through the Canada Social Transfer to support provincial and territorial government investments in early learning and child care. This initiative complements the September 2000 Early Childhood Development Agreement. The objective of this initiative is to further promote early childhood development and support the participation of parents in employment or training by improving access to affordable, quality early learning and child care programs and services. Early learning and child care programs and services funded through this initiative will primarily provide direct care and early learning for children in settings such as child care centres, family child care homes, preschools, and nursery schools. Types of investments can include capital and operating funding, fee subsidies, wage enhancements, training, professional development and support, quality assurance, and parent information and referral. Programs and services that are part of the formal school system are not included in this initiative. Governments also committed to transparent public reporting that will give Canadians a clear idea of the progress being made in improving access to affordable, quality early learning and child care programs and services, beginning with a baseline report in November 2003. Information about the initiative, including the text of the Multilateral Framework on Early Learning and Child Care, is available on the federal, provincial and territorial Web portal on early childhood development and early learning and child care at http://www.ecd-elcc.ca
Shared Outcome(s): The objectives of the initiative, as outlined in the Multilateral Framework on Early Learning and Child Care are: to promote early childhood development; and to support the participation of parents in employment or training by improving access to affordable, quality early learning and child care programs and services.
Governance Structure(s): The Multilateral Framework for Early Learning and Child Care recognizes that provinces and territories have the primary responsibility for early learning and child care programs and services. Implementation of the commitments outlined in the Multilateral Framework has been tasked to a Working Group comprised of officials from all jurisdictions (including Québec, which participates as an observer). This Working Group reports to Deputy Ministers Responsible for Social Services, and is jointly chaired by Human Resources and Social Development Canada and Saskatchewan.
$ Million
Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date)	Planned Spending for 2007- 2008	Actual Spending for 2007- 2008	Expected Results for 2007-2008	Results Achieved in 2007-2008
Not applicable. The Multilateral Framework on Early Learning and Child Care is a federal-provincial-territorial initiative.			In 2007-2008, the Government of Canada transferred $350M via the Canada Social Transfer to provinces and territories for investment in programs and services related to early learning and child care. All governments agreed that investments in early learning and child care should be incremental, predictable and sustainable over the long term. All governments committed to make incremental investments in regulated early learning and child care.			The Canada Social Transfer is a block transfer to provinces and territories, which does not require them to report to the Government of Canada on the results achieved.
			Total $350M via the Canada Social Transfer
Comment(s) on Variance(s) : N/A
Results to be Achieved by Non-federal Partners (if applicable): Provincial and territorial governments have agreed to invest the funding provided in regulated early learning and child care programs for children under the age of six. Early learning and child care programs and services funded through this initiative will primarily provide direct care and early learning for children in settings such as child care centres, family child care homes, preschools, and nursery schools. Investments can include capital and operating funding, fee subsidies, wage enhancements, training, professional development and support, quality assurance, and parent information and referral. Programs and services that are part of the formal school system are not included in this initiative. Governments also committed to transparent public reporting that will give Canadians a clear idea of the progress being made in improving access to affordable, quality early learning and child care programs and services, beginning with a baseline report in November 2003 and annual reporting in November 2004. The Government of Quebec supports the general principles expressed in the Early Learning and Child Care Initiative but did not participate in developing the Initiative because it wants to retain sole responsibility for social matters. However, it receives its share of funding granted by the Government of Canada and makes significant investments in programs and services that benefit families and children.
Contact Information: Lynne Westlake Acting Director Children's Policy 613-957-4610			Approved by: Shawn Tupper Director General Social Policy Development 613-957-4707			Date Approved:

Name of Horizontal Initiative: Early Childhood Development Agreement
Name of Lead Department: Human Resources and Social Development Canada				Lead Department Program Activity: Children and Families
Start Date of the Horizontal Initiative: September 2000 with funding beginning April 2001				End Date of the Horizontal Initiative: Ongoing
Total Federal Funding Allocation (start to end date): $500 million for 2007-2008
Description of the Horizontal Initiative (including funding agreement): In September 2000, First Ministers reached agreement on the federal, provincial and territorial Early Childhood Development Agreement, to improve and expand early childhood development supports for young children (prenatal to age 6) and for their parents. The Government of Quebec supports the general principles expressed in the Early Childhood Development Initiative but did not participate in developing the Initiative because it wants to retain sole responsibility for social matters. However, it receives its share of funding granted by the Government of Canada and makes significant investments in programs and services that benefit families and children. Information about the Agreement, including the text of the First Ministers' communiqué on Early Childhood Development, is available on the federal, provincial and territorial web portal on early childhood development and early learning and child care at http:\\www.ecd-elcc.ca.
Shared Outcome(s): The objectives of the initiative, as outlined in the Early Childhood Development Agreement are: to promote early childhood development so that, to their fullest potential, children will be physically and emotionally healthy, safe and secure, ready to learn, and socially engaged and responsible; and to help children reach their potential and to help families support their children within strong communities.
Governance Structure(s): In the Early Childhood Development Agreement, First Ministers recognized that provinces and territories have the primary responsibility for early childhood development programs and services. Federal, provincial and territorial Ministers Responsible for Social Services and Ministers of Health are responsible for implementation of the commitments in the Agreement. Implementation has been tasked to a Working Group comprised of officials from all jurisdictions (including Quebec, which participates as an observer). The Working Group reports to Deputy Ministers Responsible for Social Services. The Working Group is jointly chaired by Human Resources Social Development Canada and Saskatchewan.
$ Million
Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date)	Planned Spending for 2007- 2008	Actual Spending for 2007- 2008	Expected Results for 2007-2008	Results Achieved in 2007-2008
Not applicable. The Early Childhood Development Agreement is a federal-provincial-territorial initiative			In 2007-2008 the Government of Canada transferred $500M via the Canada Social Transfer, to provinces and territories for investment in programs and services related to early childhood development.			The Canada Social Transfer is a block transfer to provinces and territories, which does not require them to report to the Government of Canada on the results achieved.
			Total $500M via the Canada Social Transfer
Comment(s) on Variance(s) : N/A
Results to be Achieved by Non-federal Partners (if applicable): Provincial and territorial governments are investing the funds transferred to them by the Government of Canada in any or all of the following four areas of action outlined in the Early Childhood Development Agreement: promoting healthy pregnancy, birth and infancy; improving parenting and family supports; strengthening early childhood development, learning and care, and; strengthening community supports. All participating federal, provincial and territorial governments have committed to three reporting requirements: Each government released a first report on Early Childhood Development programs and expenditures for the 2000-2001 fiscal year, providing a baseline against which new investments can be tracked. In fall 2002, governments began annual reporting, using a shared framework with comparable program indicators, to track progress in improving and expanding early childhood development programs and services within the four areas for action. In fall 2002, governments began regular reporting on children's well-being, using a common set of outcome indicators. Within the Government of Canada, responsibility for implementation of the commitments outlined in the Early Childhood Development Agreement is shared jointly between Human Resources and Social Development Canada and the Public Health Agency of Canada.
Contact Information: Lynne Westlake, Acting Director Children's Policy 613-957-4610			Approved by: Shawn Tupper, DG Social Policy Development 613-957-4707			Date Approved:

 

Indian and Northern Affairs Canada and Canadian Polar Commission

Horizontal Initiatives

First Nations Water Management Strategy

Lead Department(s): Indian and Northern Affairs Canada
Start Date: May 2003 (official announcement)
End Date: 2008 (end of funding)
Total Federal Funding Allocation: $1.6 billion over 5 years

Description
Indian and Northern Affairs Canada (INAC) and Health Canada (HC) have developed a seven-part First Nations Water Management Strategy (FNWMS) to be implemented over a five-year period, beginning in 2003–2004. The strategy allows for the development and implementation of: (1) a plan to upgrade and build water and waste-water facilities to meet established design, construction and water quality standards with a priority on identified facilities; (2) an effective water quality monitoring program combined with a comprehensive and coordinated compliance and reporting regime that will improve the detection of drinking water problems in a timely manner, thereby reducing the possibility of risk to health; (3) an effective and sustainable operation and maintenance (O&M) program designed to ensure the safety of the residents and the protection of the assets with a priority on identified high-risk facilities; (4) a plan for the continued expansion and enhancement of training programs, to ensure that all operators have the skills, knowledge and experience required to fulfill their responsibilities, supported by the introduction of mandatory certification requirements for all operators; (5) a set of integrated water quality management protocols with clearly defined roles and responsibilities consistent with national performance standards along with improvements in emergency response procedures; (6) a public awareness campaign aimed at informing both First Nation decision-makers of their roles and responsibilities in ensuring the safety of water supplies within their communities and First Nation households of measures they can take to protect the quality of water within their home and community; and (7) a comprehensive set of clearly defined standards, protocols and policies, using a multi-barrier approach.

The strategy will also require the establishment of closer partnerships amongst key federal, provincial/territorial, industry and other public sector partners. These partnerships will assist in areas such as watershed management and source water protection as well as advances in science and technology. Most importantly, the implementation of the strategy and the development of a detailed plan will require close collaboration with First Nations. The strategy is consistent with the broader national approach and is modelled on the enhanced management regimes in place or being implemented in most provinces and territories. The FNWMS includes an additional $600 million in funding over five years (from 2003–2004 to 2007–2008). Of that $600 million, $115.9 million goes to HC for their part in the strategy, while the remaining $484.1 million funds INAC's participation in the strategy. This $600 million in funding is in addition to INAC's normal annual funding to water initiatives in First Nations and HC's Drinking Water Safety Program (DWSP) funds that go to First Nations, which are also included in this template. Combining the FNWMS funds and the normal annual funding by both departments into First Nation water issues, the total federal funding allocated over 5 years will be $1.6 billion.

Shared Outcome(s)

• Reduction in the health risk level of drinking water in First Nations.
• Increased awareness of the importance of clean drinking water and the responsibilities involved in keeping it clean.
• Water standards will be met by all facilities.

Governance Structure(s)

• Strategic Water Management on Reserve Committee (SWMRC)
• Interdepartmental Waters ADM Committee (IWAC)
• Federal Advisory Committee (FAC) on municipal wastewater effluent
• Interdepartmental Working Group on Drinking Water (IWGDW)
• Regional Water Teams
• Directors General Steering Committee on Public Health

Federal Partners	Names of Programs for Federal Partners	Total Allocation (from start to end date)	Planned Spending for 2007–08	Actual Spending for 2007–08	Expected Results for 2007–08	Results Achieved in 2007–08
Indian and Northern Affairs Canada	First Nations Water Management Strategy	$1.471 billion	$305.8 million	$305.8 million	Number of trained or certified operators greater than in the previous year.	The number of water operators who achieved first level of certification or greater increased from 37% of all operators (418 out of 1,117) in March 2007 to 59% of all operators (719 out of 1,213) in March 2008. All First Nations are provided access to certified supervision through 24-hour hotlines and the Circuit Rider Training Program.
					Number of high-risk facilities less than in the previous year.	The number of high-risk community water systems decreased from 97 out of 746 (13% of all systems) in March 2007 to 77 out of 766 (10% of all systems) in March 2008.
Health Canada	Drinking Water Safety Program including the First Nations Water Management Strategy	$140.9 million ($115.9M for the First Nations Water Management Strategy and $25M A-based)	$31.7 million ($5 million A-based and $26.7 million for the FNWMS)	$22.8M (Actual spending is under estimated because resources from some regions were not all properly coded.)	Increased capacity of First Nations to monitor drinking water quality.	The building of capacity in First Nations communities to monitor their drinking water quality and detect potential problems was facilitated through the community based water monitor program. In 2007–2008, 541 out of 687 community sites[1] had access to a community based water monitor.
					Purchase of lab kits.	A total of 540 out of 687 community sites[1] had access to portable laboratory kits for testing during 2007–2008.
					Increase EHOs to support drinking water quality monitoring.	In 2007–2008, 100 out of 109 EHO positions were staffed. In 2002, monitoring for bacteriological contaminants in distribution systems only met, on an average, 29% of the frequency recommended in the Guidelines for Canadian Drinking Water Quality (GCDWQ). In March 2008, 87% of piped drinking water distribution systems with five or more connections were monitored weekly. A total of 149,296 water samples were taken and analyzed in First Nations communities. In all: — 30,446 bacteriological samples were analysed in accredited laboratories which represents a 14% decrease from last fiscal year; — 142,558 bacteriological samples were analyzed using a portable lab kit (Colilert) which represents a 23% increase from last fiscal year; — 12,378 samples were analyzed for chemical parameters; and — 384 samples were analyzed for radiological parameters.
					Implementation of early warning database.	Six out of the seven regions have a water database in place to monitor sample results.
					Investigate waterborne diseases and waterborne outbreaks	There were no instances where gastrointestinal illness was identified as a possible waterborne disease outbreak.
Total		$1.6 billion	$337.5 million	$328.6 million
[1] Total community sites taken from the First Nation Water Management System 2006–2007 Performance Indicators report (February 14, 2008)

Contact Information
Erin Ovenden
A/Manager, Infrastructure Operations
INAC, SEPRO-CD, Water Management
Les Terrasses de la Chaudière
10 Wellington, Room 2008
Gatineau, Quebec K1A 0H4
Telephone: 819-997-0594
Fax: 819-953-1034
ovendene@inac-ainc.gc.ca

Contact Information for Health Canada
Dominique Poulin
A/Program Manager
Drinking Water Program
Environmental Health Division
First Nations and Inuit Health Branch
(613) 954-6655
Dominique_poulin@hc-sc.gc.ca

International Polar Year

Lead Department(s): Indian and Northern Affairs Canada — Northern Affairs Program
Start Date: April 1st 2007
End Date: March 31st 2012

Description
To support Canada’s participation in International Polar Year (IPY), the Government of Canada has invested $150 million over five years. This funding is being used to carry out an innovative and multidisciplinary Arctic science program. The Government of Canada Program for IPY is led by INAC in conjunction with five lead federal departments and agencies: Environment, Fisheries and Oceans, Health, National Sciences and Engineering Research Council (on behalf of Industry), and Natural Resources. IPY will bring opportunities to welcome many top international scientists and other visitors to Canada. Canada’s significant involvement and investment in the International Polar Year 2007–2009 contributes to the government’s stewardship of Canada’s Arctic. The Government of Canada IPY Program is working with northern communities in developing and conducting activities such as research, training and capacity building.

Key areas of the Government of Canada Program for IPY include:

• new science and research in and for the North, which includes the involvement of northern communities
• ensuring the health and safety of scientists and communities conducting research in the North
• communication information about the program and the science undertaken
• building capacity, through training opportunities for youth and Northerners aimed at enhancing participation in northern scientific research
• ensuring that the resultant scientific knowledge and data are properly managed, archived and made accessible; and
• support for the appropriate procedural, regulatory and infrastructure framework for conducting scientific research.

The distribution of funds among federal departments and agencies is according to their involvement in the various aspects of the program, including the science and research program, support for logistics, communications and outreach, training, and capacity building. Funding is being provided to support Northern IPY Coordinators who act as points of contact on IPY matters for northern communities and researchers. They are working with the relevant licensing and permitting bodies to provide information and advice on licenses and permits needed for IPY initiatives.

The Northern IPY Coordinators maintain a regional network to support all aspects of Canada’s IPY Program. The work that they are doing to identify key issues for IPY in northern communities and organizations, to provide a contact between community groups and IPY researchers and facilitate the involvement of northerners in the development of IPY initiatives are an important component of the IPY program.

Shared Outcome(s)
Increased understanding (of impacts of a changing climate and of health and well-being of northern communities) that informs policy and decision making, and contributes to recognition of Canada as an expert on the Canadian North. Enhanced northern research capacity through newly trained scientists, knowledge and skills transfer to Northerners, and greater participation in planning and delivery of research by Northerners.

Governance Structure(s)

• Assistant Deputy Minister (ADM) Committee on IPY (chaired by the ADMof Northern Affairs, INAC);
• IPY Federal Program Office (housed at INAC);
• Director Generals, Communications Committees on IPY; and
• IPY Advisory Subcommittees.

The Government of Canada Program for IPY works in conjunction with the Canadian IPY National Committee and the Canadian IPY Secretariat who link to the International Joint Committee for IPY and IPY committees from other participating countries.

Federal Partners	Names of Programs for Federal Partners	Total Allocation (from start to end date)	Planned Spending for 2007–08	Actual Spending for 2007–08	Expected Results for 2007–08	Results Achieved in 2007–08
Indian Affairs and Northern Development	Government of Canada Program for IPY	$56,617,380	$18,243,505	$7,397,207	Initiate a targeted science and research program to address priorities on climate change impacts and adaptation and health and well-being of northern communities	Set 44 scientific projects underway; of which, preliminary results are starting to be gathered and shared with the scientific community. Researcher’s workshop was conducted to identify synergy among projects. Call for proposals were launched, generating significant interest, notably in communication/ training projects, where demand exceeded funding available.
Health Canada		$158,234	$46,656	$46,656		N/A
Environment Canada		$11,169,875	$4,396,989	$3,838,341		Two projects measuring atmospheric pollutants (Intercontinental Atmospheric Transport of Anthropogenic Pollutants and Investigation of the Depletion of Ozone and Mercury) have sampled persistent organic pollutants, mercury and ozone across the Arctic. Sampling stations in Asia are in the process of being set up. The cryosphere project is using both satellite and ground measurements (Canada-US snowmobile traverse of the tundra). Outreach has been accomplished and Inuit communities were taught to use satellite-derived ice maps. Preliminary results from the Arctic freshwater systems project note increased flow rates in the Mackenzie system and that melting permafrost will likely alter the ecology of tundra lakes. The weather and environmental prediction initiative designed to validate the Numerical Weather Prediction model over the Arctic during IPY is showing promising results.
Fisheries and Oceans		$31,542,477	$16,528,862	$16,035,549		Produced the first ever single season snap-shot of Canada’s surrounding oceans to provide a foundation for a long term Arctic monitoring program. Research on wildlife has produced interesting findings which have been shared at the international level. Researchers have actively engaged Northerners in their research activities.
Natural Resources		$3,063,000	$1,024,660	$866,387		All IPY science projects were initiated. The major start-up activities included project planning, partnership negotiations, site selection, data collection and preliminary analysis.
Natural Sciences and Engineering Research Council		$31,290,669	$12,040,668	$12,087,323		24 projects involving 40 academics are being supported The projects contributed to the study of the polar regions environment and results suggest that climate is a strong driver of environmental changes in these regions which could lead to cascading effects on plants, wildlife, water and on northern communities.
Canadian Institutes of Health Research		$9,747,988	$3,838,211	$3,838,210		IPY proposals fall into 4 sub-themes: Reducing Health Disparities Improving Health Outcomes and Well-being; Building and/or Sustaining Healthy, Resilient Communities; Examining the Links Between Climate Change, Human Health, and Well-being; and Ecosystem and Community Vulnerability, Resilience and Adaptive Capacities.
Canadian Food Inspection Agency		$414,500	$182,300	$182,400		Identified commercial dip stick kit for E. coli 0157 screening and MSRV method for Salmonella screening of enrichment cultures Trained Nunavik Research Centre staff on primary enrichment culture techniques; the use of screening tests; and transportation of Dangerous Goods to enable them to send samples to Ottawa. Commercially available toxoplasmosis test kits were evaluated for use on tissue fluid and serum under ideal conditions using experimentally infected swine. Trichinellosis digestion testing was completed on 363 wildlife samples. Genotyping on Trichinella isoliates in process. Assistance and advice on equipment and laboratory setup was provided to northern laboratories to prepare them for trichinellosis testing.
Parks Canada Agency		$1,350,000	$578,863	$33,322		Various field work completed in the Torngat Mountains, including draft ecosystem maps, which will be pursued in 2008 field work. Consultations with stakeholders to assist in the field work.
Public Health Agency of Canada		$617,000	$350,000	$254,315		Sample and data analysis of initial time point samples to be nearly completed; hiring of student to perform final analysis (2007–2010). Optimized the HPV genotyping test, conducted a pilot test with DynaLife laboratory for the transfer of the specimens and communication of the results, and we have tested 300 cervical specimens and reported the results.
Agriculture and Agri-food		$156,400	$40,500	$40,500		Cores were drilled and sampled from three research sites in the Mackenzie Valley. All of the samples were analyzed for carbon, pH, fibre content, macrofossil composition, and bulk density; while half were selected for radiocarbon dating. The findings of this research were presented at the IPY Mackenzie Project workshop held in Edmonton in March, 2008
Canadian Museum of Civilization		$795,200	$263,400	$194,615		A helicopter survey and inventory of archaeological sites was completed along 200 km of the southern coast of Baffin Island, and excavations were undertaken at Cape Tanfield near Kimmirut. The information recovered contributed to knowledge of relations between Indigenous occupants of the area and the mediaeval Norse or other early Europeans. Archaeological excavation of two ancient Inuit houses near Resolute Bay recovered information on the occupation history of the site, as well as evidence dating one of the houses to the 13th or 14th centuries. Both projects were carried out in cooperation with local communities, and included the training of students from Kimmirut and Resolute Bay.
Centrally Earmarked Funds		$3,077,277	n/a		A Treasury Board submission will be developed to access this funding in support for Logistics and Health Safety proposals as well as Science Projects
Total		$150,000,000	$57,534,614	$44,814,825

Contact Information
Kathleen Fischer
Executive Director
International Polar Year Federal Program Office
Indian and Northern Affairs Canada
10 Wellington Street, Room 745
Gatineau, Quebec K1A 0H4
Tel: 819-934-6085
Fax: 819-934-0584
fischerk@ainc-inac.gc.ca

Labrador Innu Comprehensive Healing Strategy

Lead Department(s): Indian and Northern Affairs Canada, Health Canada, Canada Mortgage and Housing Corporation
Start Date: June 2001
End Date: March 2010

Total Federal Funding Allocation (start to end date)
Cabinet approved the Labrador Innu Comprehensive Healing Strategy (LICHS) in June 2001 and provided $81 million over three years including: $59 million for INAC; $20 million for Health Canada and $2 million for Solicitor General. The initial LICHS ended March 2004, but was extended for one-year; INAC received a further $15 million to provide basic programs and services; and Health Canada received $5.5 million to continue the work already begun under the LICHS. Cabinet approved a new 5-year strategy for INAC and Health Canada (HC) partners in December 2004. Budget 2005, provided funds of $102.5 M for fiscal years 2005–06 to 2009–10 for the continuation of the LICHS.

Description
The LICHS was developed by INAC, HC and former Solicitor General in response to the 2000 gas-sniffing crisis facing the Labrador Innu to help resolve the serious health, social and safety issues in the communities of Davis Inlet and Sheshatshiu. While notable progress has been achieved, many serious issues remain. To address these issues, INAC and HC sought Cabinet approval and funding for the continuation of the LICHS. The proposed approach responded positively to the priorities in the October 2004 Speech from the Throne for addressing the needs of Aboriginal Canadians.

Shared Outcome(s)
The partners, in consultation with the Innu, developed the following 5-year vision with respect to the continuation of the LICHS. This vision is for the federal government, the province and the Innu to work in partnership to: advance Innu community healing; build increased Innu capacity for the management and delivery of some government programs; conclude a land claim Agreement-in-Principle; address issues arising from sexual, physical and emotional abuse; achieve improvements in health, education, family and social well-being, economic development, community development, public safety and First Nation governance; and, manage the LICHS in an integrated and effective fashion.

Governance Structure(s)
Main Table. Chaired by the Chief Federal Negotiator, Labrador Innu file. Membership includes representatives of the Labrador Innu leadership, province of Newfoundland and Labrador, and federal partners to the LICHS. Tripartite sub-committees for: reserve creation, education, new school at Sheshatshiu, income support, child youth and family services, economic development, health, and evaluation.

Federal Partners	Names of Programs for Federal Partners	Total Allocation for the latest LICHS (2005–06/ 2009–10)	Planned Spending for 2007–08	Actual Spending for 2007–08	Expected Results for 2007–08	Results Achieved in 2007–08
Indian and Northern Affairs Canada	Sheshatshiu School design	$0.1M	0	0	Design completed. Construction to begin by Spring 2007 and Project Management team established	Contract awarded and construction commenced Spring 2007. Construction resumed Spring 2008
	Education	$14.8M	$3.075M	$6.6M	Complete Implementation plan for MUN recommendations Undertake community consultations Negotiate Education Agreements with the province of Newfoundland for provision of education services to the Innu communities	Implementation Plan completed, community consultations completed Joint Transition Authority established. Transition Facilitator contracted. Education Agreements in place.
	Child, Youth and Family Services (CYFS)	$27.9M	$5.6M	$9.1M	Negotiate CYFS Agreement with province of Newfoundland Establish a CYFS Committee of the Main Table	Agreement in place. CYFS Committee established.
	Income Support	$6.1M	$1.3M	$1M	Negotiate Income Support Agreement with province of Newfoundland	Income Support Agreement in place.
	Electrification — Natuashish	$6M	$1M	$3.3M	Electrification for community of Natuashish.	Electrification for community of Natuashish. Treasury Board funding of $1M insufficient to cover actual costs.
	Airport Agreement — Natuashish	$0.5M	$0.1M	$0.106M	Current airport agreement shares costs to operate airport at Natuashish.	Cost shared with province of Newfoundland to operate airport at Natuashish. Treasury Board funding of $1M insufficient to cover actual costs.
	Facilities O&M Capacity Building	$3.6M	$0.75M	$0.75M	Facilities Manager to run operations of buildings.	Operation of buildings for MIFN (dozer operations, fork lifts, training, etc.)
	Housing Capacity Building	$0.6M	$0.06M	$0.06M	Provide capacity building in support of Natuashish Housing Authority	Funds directly to band/ongoing capacity building provided.
	Lands and Trust Services (LTS) Capacity Building	$1.4M	$0.12M	0	Training, capacity building funds accessed through LTS regular programming.	LICHS Funding used for other priorities, however, training funds accessed through ARO LTS
	Reserve Creation	$0.2M	0	0	Reserve Creation	Reserve Creation Completed
	Devolution Planning and Transition	$0.8M	$0.15M	$0.15M	Innu capacity improved via: Child, Youth and Family Services (CYFS) and Income Support Tripartite Committees, and Education Working Group	Tripartite committees on the devolution of CYFS and Education held meetings. Members of the CYFS committee have been briefed on both the Directive 20 and Enhanced Prevention Frameworks. Innu are currently deliberating on their preferred approach. A Transition Facilitator was contracted for the year through the Education Committee to create a work plan and guide the devolution process. Steps in this direction include the initial stages of establishing community level committees and consideration of various governance structures. A Main Table Coordinator role was established to support and coordinate Innu participation.
	New Paths (Outpost)	$1M	$0.2M	$0.2M	Complete New Paths Projects.	150 Innu participated in the initiative, Innu see this as essential component of healing.
	Strategies for Learning	$2.2M	$0.4M	$0.4M	Establishment of JTA, recruitment of Transition Faciliator Continued implementation of Philpott Recommendations	JTA established. Trans Fac contracted for 2007–08 Ongoing implementation of Philpott Recommendations (i.e. Home School Liaisons and Nutrition Program)
	Planning and Consultation	$0.5M	$0.1M	$0.11M	Hold four Main Table sessions	Four Main Table sessions held
	Safe houses	$1.4M	$0.4M	$0.4M	Complete construction, recruit and train staff, develop operations manuals and finalize programming.	Youth Safehouse in Sheshatshiu and dual purpose safehouse in Natuashish operating 24 hours, 7 days a week
Health Canada	Addictions/Mental Health	$13.73M	$2.71M	$2.77M	Construction of a Healing Lodge in Natuashish and implementation of day treatment services.	Healing Lodge constructed, day treatment program operating.
	Maternal/Child Health	$5.3M	$1.1M	$0.7M	Construction of a Wellness Centre in Natuashish, implementation of wellness model.	Wellness Centre constructed, program delivery implemented.
	Community Health Planning	$2.27M	$0.45M	$0.14M	Increase community engagement, increase community capacity for evidence based planning, completion of several evaluation activities leading to increased program effectiveness.	Began process of community health planning in Sheshatshiu, two program evaluations completed in each community in maternal and child health, and addictions programs.
	Management and Support	$4.32M	$0.84M	$0.73M	Improved coordination of health services	Development and approval by Main Table of Health and Healing sub-committee work plans. Launch of position of Director, Integrated Management.
	Safe Houses	$1.65M	$0.4M	$0.4M	Complete construction, staff, and finalize programming.	Construction, staffing and programming completed.
Canada Mortgage and Housing Corporation	Safe Houses	$0.95M	$0.8M		Complete construction	Completed construction and fit-up.
Total		$95.32M	$19.555M	$26.916M

Comments on Variances
Child Youth and Family Services (CYFS) had a $3.1 million deficit. The nature of CYFS programming makes it difficult to stay on projected budget as increase costs associated with one case can significantly affect budget numbers.

Education had a $3.525 million shortfall due to insufficient funding allocation.

Electrification had a $2.3 million deficit due to insufficient funding allocation.

Income support had a $300,000 surplus due to a decrease in the number of people accessing the program.

Results to be Achieved by Non-federal Partners
Collaboration and coordination between federal departments, Innu and the provincial government were enhanced through the meetings of the Main Table, the Integrated Management Committee and the support provided by the Director of Integrated Management (a joint INAC/HC position).

Contact Information
Stelios Loizides
Senior Policy Analyst
Social Program Reform Directorate
Social Policy and Programs Branch
Indian and Northern Affairs Canada
10 Wellington Street
Gatineau, Quebec K1A 0H4
(819) 997-6717

Mackenzie Gas Project and Induced Exploration

Lead Department(s): Indian and Northern Affairs Canada
Lead Department Program Activity: Northern Affairs Organization
Start Date: April 1, 2004
End Date: March 31, 2009
Total Federal Funding Allocation: $225,000,000

Description
Increased demand and rising prices for energy-efficient natural gas across North America have led Imperial Oil Resources, Conoco-Phillips Canada, Shell Canada Limited, ExxonMobil Canada (commonly known as the Producers) and the Aboriginal Pipeline Group (APG) to develop natural gas resources in the Mackenzie Delta and transport them via a 1200 kilometre gas pipeline and an 800 kilometre oil pipeline through the NWT to southern markets. The proposed Mackenzie Gas Project (MGP) is a $16.2 billion project. Initially, 830 million cubic feet per day of northern Canadian natural gas would be available to transport at start up which is targeted for 2013. Although the pipeline itself will bring economic benefits to Canada, of equal importance is that the transportation infrastructure will spur continued exploration and development of the 82 trillion cubic feet of remaining recoverable natural gas and 5 billion barrels of oil located in the NWT, northern Yukon and Beaufort Sea that could be tapped by a Mackenzie Valley pipeline. It would open up a new energy producing region that would be a major contributor to North American energy supply.

In recognition of the significant contribution of oil and gas exploration and development activities to creating economic benefits, contributing to strong and healthy Aboriginal and northern communities and opening up a new frontier energy supply region, the Government of Canada is contributing capacity funds for federal and regional agencies to implement environmental and regulatory responsibilities, to strengthen the government’s scientific expertise, to support northerners’ participation in the environmental assessment (EA) and regulatory process and their ability to take advantage of economic opportunities.

Shared Outcome(s)

• Coordinated federal response to the MGP’s project definition and construction stages and to induced oil and gas activities
• Effective implementation of environmental assessment/regulatory processes
• Research relevant to the environmental assessment and regulatory review of the MGP and induced oil and gas activities
• Supporting northerners’ participation in economic opportunities

Governance Structure(s)

• Senior Officials Committee
• Federal Hearings Committee
• Interdepartmental Working Groups
• Crown Consultation Unit

Federal Partners	Names of Programs for Federal Partners*	Planned Spending for 2007–08	Actual Spending for 2007–08	Expected Results for 2007–08	Results Achieved in 2007–08
Parks Canada		$162,000	$162,000	Follow-up on the MGP EA process to ensure the ecological and commemorative integrity of the national parks, historic sites and rivers located in the NWT.	Met expected results by participating in MGP hearings, filing two written submissions, responding to Joint Review Panel Information Requests, and participating on MGP interdepartmental committees such as the Federal Hearings Committee and the Joint Coordination Committee.
Indian and Northern Affairs Canada		$20,700,000 from budget 2005 plus $2,931,500 reprofiled and $1,891,900 carried forward from 2006–07 for a 2007–08 total of $25,523,400	$22,560,400	Coordinated federal government’s response to the MGP that avoids duplication and overlap with other federal departments and agencies, as well as northern boards. Follow-up on the EA of the MGP and related regulatory obligations. Implement resource management responsibilities. Support community capacity to participate in the EA/regulatory process and to take advantage of economic opportunities.	Coordinated federal government’s involvement in the joint review of the MGP to ensure an efficient, effective and transparent assessment process. Followed up on regulatory obligations related to the MGP. Coordinated the Government of Canada science program in support of northern energy development, including significant in-house research and assessment programs and joint initiatives with other partners and industry through the Environmental Sciences Research Program. Implemented resource management responsibilities, (land tenure, and administration of benefit plan provisions and royalty policy, etc.) for ever increasing levels of industry activity. Developed and implemented environmental monitoring programs and participated in multi-stakeholder planning processes, including Integrated Oceans Management and the Beaufort Sea Strategic Regional Plan of Action. Supported community capacity to participate in the EA of the MGP and to take advantage of economic opportunities.
Department of Fisheries and Oceans		$6,700,000	$6,700,000	Provision of scientific advice on longstanding responsibilities such as the status of fish stocks, while having enough flexibility to respond to newer issues such as the threat of invasive species, increasing oil and gas exploration and development activity, and species at risk. An adaptive organization that is better aligned with the department's requirements for scientific knowledge and Government of Canada priorities.	Participated in panel hearings and aboriginal consultation. Provision of scientific advice on longstanding responsibilities such as the status of fish stocks, responded to newer issues such as the threat of invasive species, increasing oil and gas exploration and development activity, and species at risk.
Environment Canada		$8,838,000 plus $400,000 reprofiled from 2006–07 for a 2007–08 total of $9,238,000	$7,114,192	The department will focus on its responsibilities pursuant to the EA of the MGP under its legislation and key national policies on such matters as climate change, pollution prevention, wildlife conservation, species-at-risk, emergency preparedness, and others as appropriate. Follow-up on the MGP EA process and initiate related regulatory obligations.	The department participated in the regulatory preparedness process and Crown consultations. The department also focussed on its responsibilities pursuant to the EA of the MGP with respect to key national policies such as climate change, pollution prevention, wildlife conservation, species-at-risk and emergency preparedness.
National Energy Board		$1,700,000	$250,000	Exercise regulatory mandate in assessing the MGP pipeline. The Board is working with a number of regulatory agencies to ensure that environmental assessment and related regulatory issues are dealt with in a coordinated and timely manner.	At the request of Indian and Northern Affairs Canada, the NEB provided operational funding in the amount of $250k to support the important work of the Northern Gas Pipeline Secretariat. The NEB continued to work with a number of regulatory agencies in addressing a number of initiatives to ensure that potential regulatory issues are dealt with in a coordinated and timely manner.
Natural Resources Canada		$4,900,000 plus $346,000 reprofiled from 2006–07 for a 2007–08 total of $5,246,000	$4,835,300	Validate industry assessments (science) to ensure that appropriate mitigation measures have been taken to minimize environmental impacts, protect the public interest and assess the cumulative effects of individual projects on the broader northern landscape and people.	Coordinated on-going provision of unique federal geo-scientific expertise (8-10 ESS scientists) in the MGP EA review on several of key physical environment issues, e.g. seismic hazard assessment, permafrost and geo-technical issues, slope stability, coastal processes/land submergence, and environmental management and monitoring. NRCan scientists gave testimony and technical reviews to the Joint Review Panel and stakeholders on 16 topics under consideration in the environmental assessment process: seismic hazards; subsidence at Taglu and Niglintgak; Mackenzie Delta storm surges vs design elevation; Niglintgak remote sump and drilling wastes; ice movements and barge-based gas processing; bathymetry in barge routes and dredging; permafrost and design of well pads; ground ice and the gathering system; baseline terrain and permafrost conditions; slope processes and stability; climate change and extremes; climate change impacts on baseline conditions; climate change and sea level rise; soil-pipe interactions; MGP and Enbridge pipelines proximity and crossings; monitoring. Provided funding and legal support for the MGP Crown Consultations Unit.
Transport Canada		$4,000,000	$3,056,000	Responsible for the regulatory oversight of the transportation system.	Increased level of safety regulatory oversight for federally-regulated transportation operators in the project area (increased inspections, audits, outreach, and issuance of transportation documents for the air, rail, marine and dangerous goods sectors). Provision of clear transportation-related information and recommendations to the Joint Review Panel. Provision of clear transportation-related information to aboriginal groups in the project area as part of the GOC Aboriginal consultation process.
Total		$52,039,400	$44,677,892

*For purposes of this initiative, provided below is a list of common themes that apply to all seven departments involved in the MGP. They are the following:

• Environmental Assessment Process: Activities required in response to environmental assessment processes
• Regulatory and Legal Obligations: Northern Boards, departmental permitting, issuance of authorization etc., and other approvals, legal surveying
• Environment and Resource Management: Responsibilities dealing with water, lands, conservation
• Coordination, Management and Communication: Resources to coordinate the activities of the various oil and gas pipeline actors, and to manage the overall federal responsibilities
• Consultation: Departmental and Crown Consultation Unit consultations
• Science: Research projects supporting EA and regulatory review of the MGP and oil and gas development
• Legal Services: Support for negotiations, litigation and agreements

Comments on Variances:
Progress on the MGP is behind schedule due to delays in the joint review panel (environmental assessment) of the project. Actual expenditures of federal departments are therefore less than anticipated at the beginning of the fiscal year. MGP funds not required in fiscal year 2007–08 for northern energy development were: reprofiled or carried forward for northern energy initiatives in fiscal year 2008–09; lapsed at the end of fiscal year 2007–08; or utilized for other departmental priorities in fiscal year 2007–08 consistent with the Expenditure Management System.

Contact Information
Sheila Riordon
A/Director General
Northern Oil and Gas Branch
(819) 953-9393

Urban Aboriginal Strategy

Lead Department(s): Indian and Northern Affairs Canada — Office of the Federal Interlocutor for Métis and Non-Status Indians
Lead Department Program Activity: Co-operative Relations
Start Date: 2007
End Date: 2012
Total Federal Funding Allocation: $68.5 million

Description
The Urban Aboriginal Strategy (UAS) was developed in 1997, to help respond to the needs facing Aboriginal people living in key urban centres. Through the UAS, the Government of Canada seeks to partner with other governments, community organizations and Aboriginal people to support projects that respond to local priorities.

In 2003 and 2004, the UAS was allocated $50 million over a four-year period to build on existing partnerships while providing additional funding to community pilot projects in a small number of cities to learn what works well and what does not.

In 2007, the Government of Canada made a long-term commitment on Aboriginal issues by investing $68.5 million over 5 years to help respond effectively to the needs of Aboriginal people living in key urban centres. The UAS is now in 13 cities and these cities represent more than 25% of Canada’s total Aboriginal population. The 13 cities include: Vancouver, Prince George, Lethbridge, Calgary, Edmonton, Prince Albert, Regina, Saskatoon, Winnipeg, Thompson, Ottawa, Toronto and Thunder Bay.

Shared Outcome(s)
OFI will work to achieve the following shared outcomes:

• Targeting of urban Aboriginal socio-economic needs within new and renewed federal initiatives, where appropriate;
• Improving access and coordination of programs and services;
• Coordination of policy research, knowledge and information sharing in the urban Aboriginal area; and
• Improving horizontal linkages and policy harmonization within the federal government and seeking opportunities for partnership (i.e. the federal government, provincial, municipal governments, Aboriginal groups and private sector).

To accomplish these objectives, UAS projects will strategically focus investments in three priority areas (improving life skills, promoting job training, skills and entrepreneurship and supporting Aboriginal women, children and families).

Governance Structure(s)
All 13 UAS designated communities have established community-based Steering Committees that are the catalysts for planning, making funding decisions, and coordinating work through the Urban Aboriginal Strategy — along with other community activities — to respond to urban Aboriginal issues. A Steering Committee is composed of a cross section of the Aboriginal community, to ensure its decisions reflect broad community concerns and priorities. These Steering Committees include representation from the local Aboriginal community, the federal government, other levels of government and the private sector. The inclusive nature of the Steering Committee is indicative of the principle of partnership that underlies the UAS, particularly in keeping with the objective to establish strong and active partnerships between government and community.

In some of the designated cities under the UAS, federal funding is administered through a community entity (an incorporated organization having been delegated authority for delivering UAS projects on behalf of the various partners). Regardless of whether funding is delivered by a community entity or by federal officials (shared delivery model) or a combination of the two, funding through the UAS is designed to promote cooperation with other key partners (including other federal departments) and stakeholders in support of community interests.

Federal Partners	Names of Programs for Federal Partners	Total Allocation (from start to end date)	Planned Spending for 2007–08	Actual Spending for 2007–08	Expected Results for 2007–08	Results Achieved in 2007–08
Office of the Federal Interlocutor for Métis and non-Status Indians	Urban Aboriginal Strategy	$68,500,000	$8,233,781	Actual Spending Figures will be known in the Fall, 2008	UAS projects will strategically focus investments in three priority areas (improving life skills, promoting job training, skills and entrepreneurship and supporting Aboriginal women, children and families).	During the 2007–08 fiscal year, the UAS entered into nine partnership arrangements with five federal government departments. Through the UAS’ partnership arrangement the UAS leveraged, $664,754 from other federal departments and agencies.
Human Resources and Social Development	Homeless Partnership Strategy	$104,700	$57,700	$57,700	Changes in Housing Status — To provide 12 transitional units furnished for youth to move from care to transitional housing. Risk Reduction — To provide 12–15 Youth with a safe place to live that will reduce risk and provide life skills and transition to independent living.	Recipient to report on project results in July 2008.
		$171,634	$114,259	$114,259	Improve the life skills and increase the health outcomes of 660 individuals through assistance provided by the Community Linkages Soup Bus Program.	Recipient to report on project results in July 2008.
		$1,344,000	$200,000	$200,000	Transition Measure — providing 58 new daycare openings.	Recipient to report on project results in July 2008.
		$184,123	$12,919	$12,919	Mentorship Initiative that provides mentors for women who are leaving the safety and support of the Centre. Mentors are selected from past Centre programs who are dedicated to remain on a healing journey. Program includes a comprehensive training program and ongoing supports.	Recipient to report on project results in July 2008.
Service Canada	Skills Link	$200,000	$50,376	$50,376	Assist 300 Aboriginal individuals within the program Project Horizon. The program is a pre-employment program targeted to Aboriginal adults who have not worked.	Recipient to report on project results in July 2008.
Canadian Heritage	Urban Multipurpose Aboriginal Youth Program	$302,113	$55,000	$55,000	To undertake a large impact horizontal program that promotes the potential of urban Aboriginal youth in Calgary. This will be accomplished through the creation of 560 additional skills development opportunities, providing cultural awareness to 2500 individuals, retaining 360 Aboriginal students in school, providing health promotion measures to 1300 Aboriginal individuals and implementing risk reduction measures for 5 Aboriginal people.	The results from this project include: 808 youth exposed to additional skills development opportunities; 4445 people provided with cultural awareness through 43 different events; 1162 students promoted to stay in school through 99 workshops; 2900 youth exposed to heath promotion and 32 workshops held focusing on risk reduction for Aboriginal people.
		$271,975	$120,000	$120,000	Formerly incarcerated men complete the 'In Search of Your Warrior' program by March 31, 2008, which includes personal development, life skills, job readiness, enhance self-esteem and a positive re-integration into community. As well, a five year funding arrangement with the Correctional Service of Canada for this type of programming will be in place by March 31, 2008.	Recipient to report on project results in July 2008.
Status of Women	Women's Community Fund	$265,750	$48,500	$48,500	Through the Mobile Access Program Project, increase the number of safe places for 1000 sex workers per month in Vancouver, through increasing access to violence prevention services and information on health and addiction treatment services and decrease preventable deaths. The services include providing employment opportunities for women who have exited the sex trade and who are building their skills to create alternatives to sex work.	Through the Mobile Access Program Project, increase the number of safe places for 1114 sex workers per month in Vancouver.
National Film Board	In-kind	$71,300	$6,000	$6,000	Provide 12–14 Aboriginal youth with an interest in the film industry with career training as part of the Dreamspeaker Film Festival.	Recipient to report on project results in July 2008.
Total		$2,915,585	$664,754	$664,754

Results to be Achieved by Non-federal Partners
The UAS increases urban Aboriginal program coordination within the Government of Canada to maximize its investments and enable greater federal program alignment with provincial and municipal programming.

The UAS has proven effective in leveraging both monetary and in-kind contributions. There were over 168 projects funded during the 2007–08 fiscal year. In addition to contributions from other government departments, non-federal government partners have contributed almost $5,039,368 during the 2007–08 fiscal year to support the federal contributions under UAS. In some communities, partnerships have formed between the federal government departments, provincial government, municipal government, Aboriginal organizations, non-profit organizations and employer associations to support the UAS project initiatives in thirteen cities. Although the data above identify examples of projects that received financial support from other federal departments, other projects funded through the UAS received non-financial support from a number of federal departments.

Contact Information
Allan MacDonald
Director General
Office of the Federal Interlocutor for Métis and Non-Status Indians
66 Slater Street
Ottawa, Ontario K1A 0H4
Telephone: (613) 992-8186

Indian Residential Schools Resolution Canada

Table 5: Horizontal Initiatives

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date)	Planned Spending for 2007- 2008	Actual Spending for 2007- 2008	Expected Results for 2007- 2008	Results Achieved in 2007- 2008
Health Canada	First Nations and Inuit Health, Community Programs, Mental Health and Addictions	Resolution Health Support Program	$94.5M	$22.7M	$12,3M	Health Canada will work with Indian Residential Schools Resolution Canada to ensure that eligible former students have access to emotional and cultural support, and professional counselling.	Supported former students receiving Common Experience Payments, as well as those participating in the Independent Assessment Process, and their families to ensure that appropriate supports were available in a timely and effective manner.
			$94.5M	$22.7M	$12,3M
			Total $94.5M	Total $22.7M	Total $12.3M

Industry Canada

Table 6: Horizontal Initiatives

Industry Canada is involved in a number of horizontal initiatives, working in partnership with other federal departments, other levels of government, non-governmental organizations and private sector organizations. Industry Canada’s involvement in these initiatives contributes to the Department’s achievement of its strategic outcomes.

Industry Canada is the lead for the following significant horizontal initiatives. Supplementary information can be found on Treasury Board Secretariat's Horizontal Initiative Database.

• Canadian Biotechnology Strategy
• Canadian Business Network

Canadian Biotechnology Strategy

The Canadian Biotechnology Strategy (CBS) was wound down in May 2007, further to the release of the federal government’s Science and Technology Strategy, Mobilizing Science and Technology to Canada’s Advantage. As such, no horizontal activity took place under the auspices of CBS in 2007–08. Two strategic initiatives of the CBS — the Canadian Regulatory System for Biotechnology and Genomics R&D — have been retained by Health Canada and the National Research Council respectively. Performance of these two initiatives will be reported in the respective DPRs.
Name of Lead Department(s): Industry Canada, Agriculture and Agri-Food Canada, Canadian Food Inspection Agency, Fisheries and Oceans Canada, Department of Foreign Affairs and International Trade, Environment Canada, Health Canada, Natural Resources Canada, National Research Council Canada	Lead Department Program Activity: Not Applicable
Start Date of the Horizontal Initiative: 1998	End Date of the Horizontal Initiative: June 15, 2007
Total Federal Funding Allocation (start to end date): $467.9 million
Description of the Horizontal Initiative (including funding agreement): The vision of the Canadian Biotechnology Strategy (CBS) is to “enhance the quality of life of Canadians in terms of health, safety, the environment, and social and economic development by positioning Canada as a responsible world leader in biotechnology.” Acting within the CBS pillars of stewardship, citizen engagement and innovation, this horizontal initiative reports against three strategic initiatives: the CBS Fund, the Canadian Regulatory System for Biotechnology (CRSB) and the Genomics Research and Development (Genomics R&D) program. Each of these initiatives focuses on a different aspect of Canada’s biotechnology-related priorities, involving separate program management and resource allocation, as well as the profiling of initiatives that are linked through the CBS governance structure.
Shared Outcome(s): CBS wound down successfully and resources were reallocated to departmental priorities.
Governance Structure(s): The policy authority for the CBS ended on June 15, 2007. Further to a commitment under Mobilizing Science and Technology to Canada's Advantage, the roles and responsibilities of the Canadian Biotechnology Advisory Committee (CBAC) were consolidated into the new Science, Technology and Innovation Council. Industry Canada ensured the orderly wind-down of two key CBS mechanisms, the Canadian Biotechnology Secretariat and CBAC. Industry Canada also took over the responsibility for general reporting of the CBS. Two strategic initiatives of the CBS — the Canadian Regulatory System for Biotechnology and Genomics R&D — have been retained by Health Canada and the National Research Council respectively.

 

Canadian Business Network

(Amalgamation of Canada Business Service Centres (CBSC) and Business Gateway (BG))
Name of Lead Department(s): Industry Canada, Atlantic Canada Opportunities Agency, Western Economic Diversification Canada, Canada Economic Development for Quebec Regions		Lead Department Program Activity: Economic Development
Start Date of the Horizontal Initiative:	End Date of the Horizontal Initiative:		Total Federal Funding Allocation (start to end date):
Canada Business Service Centres (CBSC): Funding originally started in 1995 (February 9, 1995 TB 822499) Most recent renewal for period 2006–07 (Policy and funding approval: Building a More Innovative Economy — Jobs and Growth)	March 2009 — aiming for renewal (Fall of 2008–09)		$226.1 million (since 1995)
Business Gateway: Funding from 2000 to March 31, 2006 (Policy and funding approval: Government Online funding via Treasury Board Secretariat (TBS) initially / Public Works and Government Services Canada (PWGSC) — Gateways and Clusters)			$6.79 million (since 2000)
			Total: $232.89 million
Description of the Horizontal Initiative (including funding agreement): Canada Business was established to improve service to small business and start-up entrepreneurs by providing a comprehensive first stop for information on government services, programs and compliance requirements from federal and provincial/territorial levels of government. On behalf of the Government of Canada and its partners, Canada Business delivers a host of information products and resources through a variety of channels across Canada (web, in-person, telephone). Through its collaboration with the provinces and territories, information products and resources are supplemented by jurisdictionally relevant content — providing a truly client-centred, integrated information service.
Shared Outcome(s): Increased awareness and access to government business-related information, programs and services and facilitated compliance for business Increased use of self-service channels Reduced complexity in accessing programs and services and compliance requirements for SMEs Improved SME business planning and market research
Governance Structure(s): The Canada Business Network is managed on behalf of the federal government by the Atlantic Canada Opportunities Agency, Canada Economic Development for Quebec Regions, Industry Canada and Western Economic Diversification Canada. The lead organizations are responsible for ensuring compliance with all federal policies affecting program delivery in a collaborative environment, particularly policies on topics such as official languages, accessibility, access to information and privacy, federal identity and alternative service delivery.

 

Federal Partner(s)	Federal Partner Program Activity	Names of Programs for the Federal Partner(s)	Total Allocation from Start to End Date (in thousands of dollars)	Planned Spending for 2007–08 (in thousands of dollars)	Actual Spending in 2007–08 (in thousands of dollars)	Expected Results for 2007–08	Results Achieved in 2007–08
Industry Canada	Economic Development	Canada Business Network	$92,416	$6,504	$6,504	(Planned Results apply to each partner) Increased awareness and access to government business- related information, programs and services and facilitated compliance for business	234,191 clients were served using officer- assisted channels (i.e., telephone calls, in- person visits, email and fax), a decrease of 1.6 percent over fiscal year 2006–07
Atlantic Canada Opportunities Agency		Canada Business Network	$36,016	$2,641	$2,641	Increased use of Internet channel of service	7 million Internet visits to Canada Business Network websites, an increase of over 18 percent
Western Economic Diversification Canada		Canada Business Network	$49,964	$3,977	$3,977	Reduced complexity in accessing programs and services and compliance require- ments for small and medium-sized enterprises (SMEs)	Client satisfaction evaluations are undertaken every two years; none was performed during 2007–08
Canada Economic Development for Quebec Regions		Canada Business Network	$23,184	$1,878	$1,878	Improved SME business planning and market research	43,518 Interactive Business Plans were created, an increase of 3.6 percent over 2006– 07
Total			$201,580	$15,000	$15,000
Comments on Variance(s): Not Applicable
Results Achieved by Non-Federal Partners: Not Applicable
Contact Information: Marcie Girouard, Executive Director, Service Delivery and Partnerships

Infrastructure Canada

Name of lead department(s):

Infrastructure Canada

Lead department program activity:

Infrastructure Investments

Start date of the horizontal initiative: 2003-2004
End date of the horizontal initiative: 2012-2013
Total federal funding allocation (start to end date): $5.2 Billion

Description of the horizontal initiative (including funding agreement):

The Canada Strategic Infrastructure Fund (CSIF) is a ten-year program that received Treasury Board approval in 2003 with total funds of $4 billion. It is a cost-shared contribution program for strategic infrastructure projects. The original $4 billion allocation has been supplemented by additional funding from various sources resulting in total funds of $5.2 billion by end of 2006-2007.

Investments are directed to projects of major national and regional significance, and are to be made in areas that are vital to sustaining economic growth and supporting an enhanced quality of life for Canadians. CSIF is delivered through negotiated agreements with provincial, territorial or local governments, private partners or non-governmental organizations. Contribution agreements are tailored based on the project requirements.

The Canada Strategic Infrastructure Act outlines the prime categories of investments in projects that involve fixed capital assets that are used or operated for the benefit of the public. The categories eligible under CSIF are:

• Water or Sewage Infrastructure;
• Tourism or Urban Development Infrastructure;
• Highway and Rail Infrastructure;
• Local Transportation Infrastructure; and
• Other categories approved by regulation, e.g. Advanced Telecommunications and High Speed Broadband, Northern Infrastructure.

More information on CSIF can be found at: http://www.infrastructure.gc.ca/ip-pi/csif-fcis/index_e.shtml

Shared outcome(s):

The overall planned results INFC expects to achieve through CSIF are to invest in projects which:

• ensure that drinking water is safe, clean, and reliable at drinking water facilities, and ensure sustainable treatment of wastewater;
• facilitate the safe and efficient movement of goods and people, ease congestion, or reduce greenhouse gases and airborne pollutants;
• facilitate the movement of goods and people on Canada’s National Highway System (NHS) for the purposes of increasing the productivity, economic efficiency, and safety of Canada’s surface transportation system;
• ensure that tourism continues to contribute to the economic well-being of Canadians and to serve as a bridge between Canada and the world; and
• expand broadband networks in Canada.

Governance structure(s):

All CSIF projects are selected under the authority of the Minister of Transport, Infrastructure and Communities. Prior to selecting projects, the Minister consults other Ministers who have an interest in the region or in the substantive project area. After project selection, Treasury Board (TB) approval is sought for each contribution. At the same time, incremental operating funds required for project oversight and management by the implementing departments/agencies are identified and sought in the TB submission.

CSIF is delivered in partnerships, involving primarily three sets of key collaborators:

1. Infrastructure Canada: As the coordinating and funding agent for the contribution, INFC is responsible for project review, selection, approval, public announcements, environmental assessment in some cases, and program evaluation. INFC leads the negotiation of contribution agreements with each of the funding recipients and develops, in coordination with the implementing department/agency, the submission to TB for the approval of funds. For transport related projects, Transport Canada leads the negotiation of contribution agreements. To monitor activities and milestones throughout the project life cycle, an INFC representative will sit on the project’s Agreement Steering Committee (ASC).
2. An implementing department/agency: INFC’s relationship with each implementing department or agency varies with their capacity and the complexity of the project. Responsibilities are also negotiated specifically for each project. The implementing department/agency may provide technical assistance in the analysis of the business case, determining the costs and benefits to be realized, and providing advice on the development of the contribution agreement and TB submission. The implementing department/agency will support implementation of the CSIF projects in a manner that upholds federal due diligence in such areas as: overseeing the implementation of mitigation measures identified in the environmental assessment, assessing the eligibility and reasonability of project costs, providing information pertaining to cash flow and budget, approving claims, making payments, and conducting audits and evaluation of the projects. The implementing department/agency would normally be represented on the project’s ASC. The implementing department/agency will also ensure adherence to information management requirements, including the use of the Shared Information Management System for Infrastructure (SIMSI), which captures, monitors and reports on project information. The implementing department/agency also provides communication support. Implementing agencies and departments include: Atlantic Canada Opportunities Agency (ACOA), Canada Economic Development for Quebec Regions (CED-Q), Western Economic Diversification (WED), Industry Canada (IC) for Ontario and broadband projects, Indian and Northern Affairs (INAC) for northern and First Nations projects, Transport Canada (TC) for all transportation-related projects, and Canada Mortgage and Housing Corporation (CMHC) for housing projects.
3. The funding recipient: The recipient may be provincial, territorial, or local government, a private partner, a non-government organization or a combination thereof. Once the project has been selected, INFC leads the negotiations to develop a contribution agreement. The funding recipient is responsible for ensuring that the project is completed as per the terms and conditions of the contribution agreement.

Federal Partners

	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2007-2008	Actual Spending for 2007-2008
1. Atlantic Canada Opportunities Agency (ACOA)	PA 1	a.	$161.5 Million	$ 45.4 Million	$41.9 Million
		b.	$	$
	PA 2	c.	$	$
		d.	$	$
2. Canada Economic Development – Quebec (CED-Q)	PA 1	a.	$ 144.5 Million	$ 59.3 Million	$35.0 Million
		b.	$	$
	PA 2	c.	$	$
		d.	$	$
3. Western Economic Diversification (WED)	PA 1	a.	$ 655.5 Million	$ 184.2 Million	$169.0 Million
		b.	$	$
	PA 2	c.	$	$
		d.	$	$
4. Industry Canada	PA 1	a.	$ 398.0 Million	$ 25.8 Million	$20.2 Million
		b.	$	$
	PA 2	c.	$	$
		d.	$	$
5. Indian and Northern Affairs (INAC)	PA 1	a.	$ 41.0 Million	$ 27.4 Million	$7.9 Million
		b.	$	$
	PA 2	c.	$	$
		d.	$	$
6. Transport Canada	PA 1	a.	$ 3,351.7 Million	$ 741.3 Million	$625.5 Million
		b.	$	$
	PA 2	c.	$	$
		d.	$	$
Total			$ 4,752.4 Million	$1,083.4 Million	$899.5 Million

Expected Results for 2007-2008

A results-based management and accountability framework (RMAF) has been developed for CSIF that proposes a suite of indicators for projects and data source or methods for collecting the data.

The overall expected results for CSIF include:

• Safer and faster movement of people and goods on Canada’s major land transportation routes
• Less production of greenhouse gases and airborne pollutants
• More effective urban development
• Increased economic activity, including tourism.

CSIF is a ten-year program that received Treasury Board approval in 2003. Given their large-scale nature, most of the approved projects that the government will be contributing to will be under development for many years. Therefore, the achievement of ultimate outcomes will be fairly limited in the early years of the program. Future Departmental Performance Reports will provide program and selected project reporting.

Results Achieved in 2007-2008

During 2007-2008, nine projects were announced with a total federal allocation of $210.1 million. As of March 31, 2008, a total of 71 projects have been announced, with a value of almost $4.5 billion.

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

N/A

Contact information:

Jocelyne St Jean : 613-948-8003
Director General of Intergovernmental Operations

Name of lead department(s):

Infrastructure Canada

Lead department program activity:

Infrastructure Investments

Start date of the horizontal initiative: 2003-2004
End date of the horizontal initiative: 2013-2014
Total federal funding allocation (start to end date): $600 Million

Description of the horizontal initiative (including funding agreement):

The Border Infrastructure Fund (BIF) is a ten-year, $600 million cost-shared contribution which received Treasury Board approval in 2003. It complements some of the Government of Canada’s other infrastructure programs, such as the Canada Strategic Infrastructure Fund (CSIF), and the Strategic Highway Infrastructure Program (SHIP), a Transport Canada program (see http://www.tc.gc.ca/SHIP/faq.htm for more information).

As part of “Canada’s commitment to address land border pressures, such as traffic congestion, and to continue to facilitate the large volume of trade across the Canada – United States border”, BIF contributions are directed at, or on routes leading to Canada’s border crossings, with a particular focus on the six largest:

• Windsor, Ontario;
• Sarnia, Ontario;
• Fort Erie, Ontario;
• Niagara Falls, Ontario;
• Douglas, British Columbia; and,
• Lacolle, Quebec.

BIF also directs some funding towards smaller and regionally important border crossings throughout Canada. Once completed, projects supported under BIF will help to alleviate traffic congestion, increase system capacity and further the Smart Border Declaration. (A Canada – US Declaration; see http://www.dfait-maeci.gc.ca/anti-terrorism/declaration-en.asp).

More information on BIF can be found at: http://www.infrastructure.gc.ca/ip-pi/bif-fsif/index_e.shtml

Shared outcome(s):

The overall planned results that INFC expects to achieve through the BIF are to invest in projects that contribute to safe and efficient border crossings. Expected outcomes are to alleviate border congestion and increase border crossing capacity, increase security and safety at border crossings, leading to cross border trade efficiencies.

Governance structure(s):

All BIF projects are selected under the authority of the Minister Transport, Infrastructure and Communities. Prior to selecting projects, the Minister consults with other Ministers who have an interest in the region or in the substantive project area. After project selection, public announcements are made by the Minister Transport, Infrastructure and Communities. Treasury Board approval is sought for each contribution. At the same time, incremental operating funds required for project oversight and management by Transport Canada are identified and sought in the Treasury Board submission.

BIF is delivered in partnerships, involving primarily three sets of key collaborators:

1. Infrastructure Canada: As the coordinating and funding agent for the contribution, INFC is responsible for project review and selection. INFC leads the negotiation of contribution agreements with each of the funding recipients and is responsible of the evaluation of the program. To monitor activities and milestones throughout the project life cycle, an INFC representative will sit on the project’s Agreement Steering Committee (ASC).
2. Transport Canada: This department has the project specific technical knowledge with regard to each project. Transport Canada provides analysis and advice for the review and approval of projects. sponsible for implementing the BIF projects in a manner that upholds federal due diligence in such areas as: environmental assessment, the eligibility and reasonability of project costs, the provision of information pertaining to cash flow and budget, the approval of invoices, making payments, and the conducting of audits and evaluation of the projects. Transport Canada reviews the business case for the project, determining the costs and benefits to be realized. Transport Canada works with INFC to jointly negotiate the project agreement and prepares the TB submission; the Minister Transport, Infrastructure and Communities signs both documents. Transport Canada is the federal co-chair of the project’s ASC. Transport Canada also ensures adherence to information management requirements to capture, monitor and report on project information.
3. The funding recipient: The recipient may be a provincial, territorial or local government, private partner or a combination thereof. Once the project has been selected, the funding recipient enters into negotiations with INFC to develop a contribution agreement. The funding recipient is responsible for ensuring that the project is completed as per the terms and conditions of the contribution agreement.

Federal Partners

	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2007-2008	Actual Spending for 2007-2008
1. Transport Canada	PA 1	a. Border Infrastructure Fund	$542 Million	$ 122.6 Million	$69.9 Million
		b.	$	$
	PA 2	c.	$	$
		d.	$	$
2	PA 1	a.	$	$
		b.	$	$
	PA 2	c.	$	$
		d.	$	$
Total			$542 Million	$122.6 Million	$69.9 Million

Expected Results for 2007-2008

A results-based management and accountability framework (RMAF) has been developed for BIF, which details the expected results and proposes a suite of performance indicators for projects. The results of ongoing performance measurement will be used to make the necessary adjustments to the initiative and the performance measurement strategy will be reviewed on an annual basis.

The overall expected results for BIF include:

• More efficient facilities capable of handling greater capacity at major border crossing, helping trucks travel across the busiest Canada-US border points more quickly.
• Improved Canada-US relations and better movement of goods, contributing to increased trade and production.
• Improved border crossing, contributing to federal security and increased safety for all Canadians.

BIF is a ten-year program, which received Treasury Board approval in 2003. Given the large-scale nature of the projects, most of the projects will be under development for many years. Therefore, the achievement of ultimate outcomes will be fairly limited in the early years of the program. Future Departmental Performance Reports will provide program and selected project reporting.

Results Achieved in 2007-2008

Announced in Budget 2001, the BIF was established as a $600-million fund, targeting infrastructure primarily at the six largest surface border crossings between Canada and the United States, as well as several other crossings. Since inception, there have been 12 BIF agreements, with a total federal commitment to date of $550.1 million.

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

N/A

Contact information:

Jocelyne St Jean : 613-948-8003
Director General of Intergovernmental Operations

Name of lead department(s):

Infrastructure Canada

Lead department program activity:

Infrastructure Investments

Start date of the horizontal initiative: 2004-2005
End date of the horizontal initiative: 2009-2010
Total federal funding allocation (start to end date): $1.2 Billion

Description of the horizontal initiative (including funding agreement):

MRIF was originally allocated $1 billion and, in Budget 2006, an additional $200 million in funding was added in 2006-2007 for a total of $1.2 billion. The fund has been structured to provide a balanced response to local infrastructure needs in urban and rural Canada, and will ensure that all Canadians, whether they live in large, small or remote communities, will share in the benefits of infrastructure investments. It builds on past successes in partnership infrastructure funding where over 3,000 projects have directly benefited Canadians.

The Municipal Rural Infrastructure Fund improves and increases the stock of core public infrastructure in areas such as water, wastewater, cultural, recreation, and those very things that make our communities vibrant and productive places to live and work and raise families. MRIF targets communities of less than 250,000 residents and First Nation communities. Like other infrastructure programs, the MRIF seeks to ensure that the projects it funds support the goals of the federal government, encourages new and innovative approaches and favours partnerships, including an emphasis on ‘green’ projects which are sustainable and reduce greenhouse gasses. At least 50% of federal funds will be directed to “green” projects.

Through the MRIF, the Government of Canada continues to work in productive partnerships with provinces, territories, and municipalities, as well as First Nations and the private sector, to invest in local infrastructure projects. These projects are vital to sustaining economic growth and supporting an enhanced quality of life in Canadian communities.

The MRIF is cost-shared, with the Government of Canada contributing, on average, one-third of total project eligible costs. Provinces and municipalities contribute the remainder. In recognition of the unique circumstances of the First Nations and the Territories, where many communities have no tax base, the Government of Canada may contribute more than one-third.

Shared outcome(s):

The overall expected outcomes are:

• Improved and increased stock of core public infrastructure in areas such as water, wastewater, cultural and recreation.
• Improved quality of life and economic opportunities for smaller communities and First Nations.

Governance structure(s):

MRIF is based on a federal partnership arrangement between INFC and five federal departments: Western Economic Diversification, Industry Canada (for Ontario projects), Canada Economic Development for Quebec Regions, Atlantic Canada Opportunities Agency, and Indian and Northern Affairs Canada. Fourteen sub-programs are negotiated under MRIF, one joint sub-program for each province and territory and a sub-program for First Nations. Each of the 14 MRIF sub-programs follow the same general conditions, priorities and approaches, but, recognizing the individual nature of each sub-program, the agreements encompass the nuances pertaining to the partnering order of government.

To stimulate expected outcomes, MRIF eligible projects will have to conform to a policy leveraging framework, based on a common baseline but adapted for each jurisdiction. To ensure broad support and effective, innovative project delivery, partnerships of various types, including public-private partnerships, are encouraged in the formulation and delivery of MRIF projects. The program will rely on strong input from local and rural municipalities, including the support of the locally elected councils. In addition, municipal representatives will be involved in the processes and management of the program in the respective province or territory.

• Federal Partners Involved in each program:
• MRIF is based on a federal partnership arrangement between INFC and five federal departments:
• Western Economic Diversification,
• Industry Canada (for Ontario projects),
• Canada Economic Development for Quebec Regions,
• Atlantic Canada Opportunities Agency, and
• Indian and Northern Affairs Canada.

Federal Partners

	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	lanned Spending for 2007-2008	Actual Spending for 2007-2008
1. Atlantic Canada Opportunities Agency (ACOA)	PA 1	a.	$ 143.4 Million	$52.8 Million	$35.2M
		b.	$
	PA 2	c.	$
		d.	$
2. Canada Economic Development – Quebec (CED-Q)	PA 1	a.	$ 241.8 Million	$79.5 Million	$6.4 Million
		b.	$
	PA 2	c.	$
		d.	$
3. Western Economic Diversification (WED)	PA 1	a.	$ 286.3 Million	$45.0 Million	$26.4 Million
		b.	$
	PA 2	c.	$
		d.	$
4. Industry Canada	PA 1	a.	$ 373.3 Million	$100.0 Million	$70.7 Million
		b.	$
	PA 2	c.	$
		d.	$
5. Indian and Northern Affairs (INAC)	PA 1	a.	$ 59.1 Million	$30.2 Million	$4.6 Million
		b.	$
	PA 2	c.	$
		d.	$
Total			$ 1,103.9 Million	$ 307.5 Million	$ 143.3 Million

Expected Results for 2007-2008

A results-based management and accountability framework (RMAF) has been developed for MRIF that details expected results and proposes a suite of indicators for projects and data source or methods for collecting the data.

Actual outcomes will depend on the types of projects approved, and will be reported in future INFC departmental performance reports.

Results Achieved in 2007-2008

During 2007-2008, 821 projects were approved, valued at $212.4 million. As of March 31, 2008, a total of 1,778 projects have been approved, with a total federal investment of $871.3 million.

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

N/A

Contact information:

Jocelyne St Jean : 613-948-8003
Director General of Intergovernmental Operations

Name of lead department(s):

Infrastructure Canada

Lead department program activity:

Infrastructure Investments

Start date of the horizontal initiative: 2000-2001
End date of the horizontal initiative: 2010-2011
Total federal funding allocation (start to end date): $2.05 Billion

Description of the horizontal initiative (including funding agreement):

The Infrastructure Canada Program (ICP) is a contribution program introduced in 2000 for local municipal infrastructure projects. The Government of Canada matches the provincial/territorial governments’ contribution, providing up to one-third of the cost of each municipal infrastructure project. The ICP is a $2.05 billion program in effect over seven fiscal years with an additional two-year extension. The ICP is well underway and projects are ongoing across the country. Most of the funding has been committed to approved projects. In 2002, Infrastructure Canada was created and was transferred the coordination role played, up to then, by the Treasury Board Secretariat.

The ICP’s first priority for funding is “green municipal projects”, i.e. projects with environmental benefits that enhance the quality of the environment or health benefits that enhance the quality of human life. Other priorities include affordable housing, culture, tourism and recreation, rural and remote telecommunication, high-speed access for local public institutions and local transportation. Recognizing that individual communities know their needs best, the program operates in a "bottom-up" fashion, with the flexibility for municipalities and First Nations to identify their own infrastructure priorities. It also includes provisions to ensure an equitable balance of funding between urban and rural communities.

Further information may be obtained from the following web sites:

• http://www.infrastructure.gc.ca/ip-pi/icp-pic/index_e.shtml
• http://www.acoa.ca/e/financial/infrastructure.shtml
• http://www.dec-ced.gc.ca/asp/ProgrammesServices/ProgrammesServices_intro.asp
• http://www.ainc-inac.gc.ca/ps/hsg/cih/ci/ic/index_e.html
• http://www.ic.gc.ca/coip-pico/coip-pico.nsf/main!OpenPage
• http://www.wd.gc.ca/ced/infrastructure/default_e.asp

Shared outcome(s):

The overall planned results are that urban and rural municipal infrastructure in Canada is enhanced and Canadians’ quality of life is improved through investments that protect the environment and support long-term community and economic growth.

Governance structure(s):  The key roles and responsibilities of partners are as follows:

• Minister of Transport, Infrastructure and Communities – overall program management and accountability to Parliament, including media relations, appointment of Management Committee members, and project approval, jointly with implementing Minister or Secretary of State, for projects where the federal share is between $1M - $10M;
• Infrastructure Canada – oversight and monitoring of the program ensuring effective management and a coordinated approach to communications and provision of services including operational services, information management, and communications services;
• Ministers or Secretaries of State responsible for delivery (Industry Canada; Western Economic Diversification; Canada Economic Development for Quebec Regions; Atlantic Canada Opportunities Agency; Indian and Northern Affairs Canada) – authority to enter into contribution agreements with provinces/territories for project approvals where federal share is less than $1M;
• Federal-Provincial/Territorial Management Committees (one per jurisdiction) – administration and management of ICP in accordance with terms and conditions of the applicable federal-provincial/territorial agreement;
• Provinces/Territories – signatories to the negotiated agreements with the federal government;
• Local governments – main applicants for ICP projects; also responsible for sponsoring projects with NGOs and/or private sector;
• NGOs and private sector – eligible to propose projects that are sponsored either by a municipality, a province/territory or the federal government; and
• Other government departments - provide key expertise for all or some types of ICP projects (e.g., Transport Canada, National Research Council, Department of Fisheries and Oceans, Canadian Environmental Assessment Agency, Federation of Canadian Municipalities).

Federal Partners

	Federal Partner Program Activity (PA)	a.	Total Allocation (from Start to End Date)	Planned Spending for 2007-2008	Actual Spending for 2007-2008
1. Atlantic Canada Opportunities Agency (ACOA)	PA 1	b.	$ 188.2 Million	$ 3.0 Million	$9.2 Million
		c.	$	$
	PA 2	d.	$	$
		a.	$	$
2. Canada Economic Development – Quebec (CED-Q)	PA 1	b.	$ 524.7 Million	$101.9  Million	$46.0 Million
		c.	$	$
	PA 2	d.	$	$
		a.	$	$
3. Western Economic Diversification (WED)	PA 1	b.	$ 567.8 Million	$ 34.6 Million	$30.7 Million
		c.	$	$
	PA 2	d.	$	$
		a.	$	$
4. Industry Canada	PA 1	b.	$ 693.4 Million	$ 55.8 Million	$33.0 Million
		c.	$	$
	PA 2	d.	$	$
		a.	$	$
5. Indian and Northern Affairs (INAC)	PA 1	b.	$ 40.0 Million	$ 0 Million	$0 Million
		c.	$	$
	PA 2	d.	$	$
		b.	$	$
			$	$
Total			$2,014.1 Million	$195.3 Million	$118.9 Million

Expected Results for 2007-2008

The expected results over time include:

• Enhancement of the quality of the environment (water and wastewater management, solid waste management and more efficient energy use)
• Support for long-term economic growth (increasing economic opportunity in communities, access to the new economy through improved telecommunications and tourism opportunities)
• Improvement of community infrastructure (increasing community safety and access to local recreational facilities, supporting Canadian heritage and culture and the development of minority English and French linguistic communities)
• Increased innovation, and use of new approaches and best practices, and the more efficient use of existing infrastructure.

Reporting will take place in the Departmental Performance Reports of those agencies and departments for their allocation of the ICP. Infrastructure Canada will also report on results.

Results Achieved in 2007-2008

As of March 31, 2006, all the original ICP funding had been committed to 3,871 projects across Canada, totalling more than $1.9 billion. The Program was extended to March 31, 2009, and to March 31, 2007 for the First Nations component, to provide more time to complete approved projects. A subsequent extension until 2011 was approved in 2007 (excluding the First Nations component).

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

N/A

Contact information:

Jocelyne St Jean : 613-948-8003
Director General of Intergovernmental Operations

National Research Council Canada

Table 3-8: Horizontal Initiatives

1. Name of Horizontal Initiative: Genomics R&D Initiative
2. Name of Lead Department: National Research Council Canada			3. Lead Department Program Activity: Research and Development
4. Start Date of Horizontal Initiative: April 1999			5. End Date of Horizontal Initiative: March 2011
6. Total Federal Funding Allocation (start to end date): $234.1 M
7. Description of the Horizontal Initiative (including funding agreement): The Genomics R&D Initiative was established to build and maintain capacity inside government departments to do genomics research.  As an enabling technology, genomics provides powerful tools, precise information to support operational mandates and upon which policy and regulatory decisions can be based.  Federal science-based departments and agencies (see part 10 below for listing) interact with partners, stakeholders and clients and link these enabling tools and technologies to value-added applications that enable Canada to respond to national priorities, deliver on government mandates and support the development of wealth for Canadians. These applications range from international requirements for genomics enabled testing to support access of exported products;  interpreting and assessing genomics information submitted with product information for regulatory oversight; the development of assays and products using genomics approaches for enhancing Canadian’s lives, the environment and sustainability of human activities; socio-economic and ethical considerations related to the use and integration of genomics in health care, environmental sustainability activities and consumer and industrial products and applications; as well as facilitating Canadians’ access to accurate and understandable information concerning genome sciences.
8. Shared Outcome(s): Enhanced quality of life for Canadians in terms of health, safety, environment and social and economic development by building and maintaining genomics research capacity in support of key federal public policy objectives; in particular: a) to strengthen innovation and ensure sustainability for the benefit of all Canadians by focusing research in strategic areas of national interest from an economic and social perspective (i.e. health, environment, natural resources and energy, safety and security); b) to promote global competitiveness and expand Canada’s international influence by increasing commercialization outcomes of research activities and by improving regulatory efficiency and effectiveness; c) to grow economic opportunities through R&D by building collaborations that involve business, academia and public sectors, in Canada and internationally.
9. Governance Structure:: To ensure value for money, the Genomics R&D Initiative established a governance framework to strengthen accountability and to ensure investments deliver on making a difference in the lives of Canadians.  An interdepartmental Genomics R&D ADM Coordinating Committee was established to oversee the collective management and coordination of the Initiative.  The Committee ensures that effective priority setting mechanisms are established within departments and that investments are focused and strategic – targeting more basic and applied research in areas of strength and opportunity. The Committee also ensures that common management principles are implemented and horizontal collaborations between organizations are pursued wherever relevant and possible.  The Committee includes members from each of the organizations receiving funding, as well as a representative from Industry Canada. An Interdepartmental Working Group (WG), supporting the Committee, has a mandate to provide recommendations and advice to the ADM Coordinating Committee regarding strategic priority setting and overall management of the Genomics R&D Initiative.  The WG also supports evaluation and reporting requirements.  The NRC, as the lead agency for the Initiative, chairs the ADM Coordinating Committee and the 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) in $ millions	14. Planned Spending for 2007-08 in $ millions	15. Actual Spending for 2007-08 in $ millions	16. Expected Results for 2007-08	17. Results Achieved in 2007-08
Agriculture and Agri-Food Canada (AAFC)	Innovation and Renewal	Canadian Crop Genomics Initiative		$71	$6	$6	see below	see below
Fisheries and Oceans Canada (DFO)	Aquaculture	Aquatic Biotechnology and Genomics R&D		$10.6	$0.9	$0.9	see below	see below
Environment Canada (EC)	Canadians Adopt Sustainable Consumption and Production Approaches	Strategic Applications of Genomics in the Environment		$12	$1	$1	see below	see below
Health Canada (HC)	Health Products	HC/PHAC Genomics Initiative		$46	$4	$4	see below	see below
National Research Council (NRC)	Research and Development	Genomics and Health Initiative		$71	$6	$6	see below	see below
Natural Resources Canada (NRCan)	Natural Resource and Landmass Knowledge for Canadians	NRCan-CFS Genomics R&D Initiative		$23	$2	$2	see below	see below
Canadian Institutes for Health Research (CIHR)	N/A – one time allocation in 1999-00 to assist in creation of Genome Canada Secretariat	N/A		$	N/A	N/A	N/A	N/A
				Total $234.1	Total $19.9	Total $19.9
18. Comments on Variances: N/A
19. Results to be Achieved by Non-federal Partners (if applicable): N/A
20. Contact Information: Gary Fudge, P. Eng. Director, Life Sciences Horizontal Initiatives National Research Council 613-949-0542

 

16. Expected Results for 2007-08	17. Results Achieved in 2007-08
1. Commercially relevant advances in areas of genomics R&D related to human health (e.g., genetic testing, diagnostics, microbial genomic applications, treating and preventing human diseases such as cancer and cardiovascular disease and pathogen detection).	1.1 Researchers discovered a new family of antibodies that can play a role in preventing tumour invasion by blocking the function of secreted Clusterin, a glycoprotein associated with human cancers that play a role in cell survival or death.  By inhibiting gene function in cancer cells, it is possible to enhance the effects and efficiency of cell reaction and sensitivity to chemotherapy and other drug mediated therapeutics.  A Canadian biotech company, Alethia Biotherapeutics, entered into a licensing agreement with NRC in 2007-08 for the worldwide therapeutic and diagnostic rights to Clusterin-specific antibodies. 1.2 NRC is developing portable and efficient “all-in-one” diagnostic devices to detect human pathogens.  The objective is to create low-cost diagnostic tools that can be produced industrially for commercial applications that will rapidly identify human pathogens and provide instant read-outs eliminating conventional lengthy lab procedures.  In a first step towards this goal, in 2007-08 researchers developed a ‘personal microarray spotter’ – a powerful miniature device used to spot and analyze many protein samples simultaneously.  With further development, personal microarray spotters may revolutionize genomic/proteomic research in the laboratory and play a larger role in how researchers and clinicians understand, diagnose and treat a vast array of diseases or pathogens - from pesky allergens to pathogens such as Salmonella and E-Coli.
2. Improvements in crop value in cereals, soybean and canola through quality improvements in areas related to plant adaptation to biotic and abiotic stresses (e.g., resistance to disease, tolerance to drought and cold), as well as seed development and metabolism (e.g., related to oil content for biofuels and nutraceutical applications).	2.1 A functional analysis of Brassica (e.g., canola) seed development and metabolic processes was undertaken to improve Brassica seed quality traits.  NRC researchers discovered a gene that can boost productivity and resilience of canola; DNA sequences suggest that the gene, which produces a hydroxysteroid dehydrogenase (HSD) protein, is involved in steroid metabolism and has a profound impact plant growth.  Researchers over-expressed the gene to create "transgenic" plants that produce higher levels of the HSD protein than typically found in normal plants.  The experiment resulted in taller, stronger and more durable plants with increased seed production and an average oil yield that exceeded regular control plants by roughly 23%.  This has the potential to help Canadian canola growers produce more oil for food applications, as well as increase oil production to meet the growing demand for biodiesel fuel. 2.2 Wheat is the largest crop in Canada with approximately 9 million hectares.  Leaf rust, caused by Puccinia triticina, results in yield losses of 5-20% annually and is the most common disease of wheat worldwide.  AAFC has an outstanding reputation as a world leader on the genetic control of leaf rust with 30 of the 59 leaf rust resistance genes discovered by AAFC researchers.  To analyze genetically avirulence P. triticina mapping populations, linkage groups containing avirulence genes and molecular markers were developed by AAFC CCGI researchers.  During 2007, simple sequence repeat (SSR) markers were incorporated into these linkage maps.  The process of somatic fusion in P. triticina was also investigated for the first time using a combination of bright field and flourescence microscopy.  This pioneering work is helping to explain how the important process of asexual recombination physically takes place.  The P. triticina population in Canada during 2007 and in previous years was assayed for virulence and the recently developed SSR markers to determine the relationships among the virulence phenotypes and track the development and origin of new and emerging races.  These data will help to explain the population structure of this important wheat pathogen and give clues to the evolution of the various North American virulence phenotypes. 2.3 In 2007-08, AAFC researchers identified a key gene, Lhk1 that enables legumes to host nitrogen-fixing bacteria.  Using this discovery AAFC researchers plan to develop a way to transfer nitrogen-fixing ability to non-legume crops.  This breakthrough could lead to the development of ecological and cost effective alternatives to certain industrial fertilizers, which could bring enormous environmental and financial benefits to Canada.  Nitrogen makes up more than 80% of the earth's atmosphere and is essential to the growth of all living organisms.  However, atmospheric nitrogen cannot be directly accessed by most plants or animals until it is incorporated into organic compounds by biological nitrogen fixation or other natural processes.  As a result, today's farming practices require the annual application of approximately 90 million tons of nitrogen based fertilizer to agricultural land.  Although inorganic fertilizers provide crops with essential nutrients, such practices come at an enormous cost, primarily due to the immense amount of energy required for the production of fertilizers and their propensity to run off, which contributes to pollution of the environment.  Biological nitrogen fixation provides more than twice the amount of industrially produced nitrogen to natural and agricultural ecosystems in a manner that is both sustainable and environmentally friendly.  If the ability to host nitrogen-fixing bacteria could be extended to even one lucrative crop, such as corn or rice, the results would constitute a second 'green revolution' with clear benefits to producers and the environment. 2.4 The soilborne fungus Sclerotinia sclerotiorum causes white mould on a broad range of crops, including soybean and canola.  In order to aid in the identification of genes that are critical for pathogenicity and fungal survival, researchers at AAFC developed an efficient method for Agrobacterium tumefaciens-mediated gene disruption in S. sclerotiorum.  It is anticipated that the application of this tool to molecular genetic studies of S. sclerotiorum will contribute to an improved understanding of the molecular factors that control pathogenesis and survival structure development and could be targeted for disease management. 2.5 The soil borne pathogen Phytophthora sojae causes root rot and damping off of soybean.  Race-cultivar compatibility between the pathogen and its host is controlled by discrete genes.  Thus, P. sojae avirulence (Avr) genes can restrict the pathogen and determine which cultivars of soybean are resistant or susceptible to disease.  In 2007-08 AAFC researchers identified at least three different P. sojae Avr genes; Avr1a, Avr3a  and Avr3c.  The discovery of Avr genes will lead to a more rational approach to breeding, diagnostics and cultivar deployment and help in the control of P. sojae in the field.  It will also lead to a better mechanistic understanding of disease and how it may be managed. 2.6 Seed is perhaps the most important end product of plant agriculture.  Improvement of seed quality requires thorough understanding of how seeds develop, particularly the seed maturation phase.  Seed storage proteins are hall markers of seed maturation.  AAFC’s efforts have been focused on identification of genetic repressors of storage protein genes.  Researchers at AAFC identified six genes as repressors of seed storage protein genes in vegetative organs.  These works provide new insight into the control of seed maturation genes.  Knowledge gained from this work will contribute to the manipulation of seed quality traits and will be useful for developing seeds as a molecular farming system for producing proteins of high value. 2.7 Fusarium graminearum, a fungal plant pathogen that causes head blight of wheat and barley and ear rot of maize, not only reduces grain yield and quality, but also contaminates the grain with toxic metabolites that are a threat to human and animal health.  Efforts in 2007-08 by AAFC researchers resulted in the development of a large collection of genes expressed by Fusarium graminearum in a range of growth conditions and especially during host invasion.  One of the unexpected and striking findings is the presence within the genome of highly variable and gene-rich regions harbouring genes potentially associated with pathogenicity.
3. Sustainable management of aquatic resources through the use of genomics tools to: manage fishery openings; generate increased understanding of population genetics and structure; further understanding of behavioural, physiological and immunological responses to the environment; and through the management of aquatic animal diseases.	3.1 To better manage fishery openings and understand the changing behaviour of fish stocks due to climate change and pollution, genomics tools including gene expression profiling are used by DFO to determine physiological changes along the migration route to natal streams that is associated with early entry, a behavioural shift in late run Fraser River sockeye salmon.  Results to date indicate that osmoregulatory readiness was not used to cue the timing of river entry but may be important to successful migration within the river.  It has been shown that there is a strong physiological association of gill expression with fate in the river.  As well, biomarkers were identified that are associated with gross somatic energy reserves, maturation processes, navigation strategies and cueing systems, osmoregulatory preparedness and temperature response.  A tremendous breadth of new knowledge on salmon migration physiology was gained.  Predictive biomarkers are being developed for monitoring relevant genes to enable pre-season prediction of migration behaviour and fish survival for fishery managers. 3.2 Research to efficiently and effectively identify genetic differences between two morphologically similar mussel species Mytilus edulis and M. trossulus and determine the relative distribution of these species within Nova Scotia is being undertaken by DFO, with support from industry and the province of Nova Scotia.  Genetic markers have been tested and optimized for higher throughput lower cost species identification in mussels.  Results in 2007-08 indicate that there are very different species compositions at locations that are adjacent to each other and have identified sites suitable for mussel seed collection for use in aquaculture in Nova Scotia, thereby helping to overcome the impacts from the restriction of movement of species from areas with aquatic invasive species. 3.3 Infectious diseases present a significant economic burden to finfish aquaculture industries and there is concern that diseases may also negatively impact wild fish populations.  Genomic approaches are being used by DFO to better understand the diversity of viral hemorrhagic septicemia virus (VHSV) and to relate this diversity to host responses to infection, disease development and recovery or resistance to, clinical disease.  Multiple isolations of VHSV from marine waters off the coast of New Brunswick, Nova Scotia and British Columbia have been genetically analyzed and this information has been used to develop a database for use in rapid identification and analysis of isolates. Recently, VHSV has been detected in the Great Lakes region; this strain is most closely related to isolates from New Brunswick and Nova Scotia, suggesting introduction from an eastern reservoir.  Characterization of VHSV types has yielded information that is necessary for policy development and regulation to help prevent the spread of new virus types in to an area.  Research is continuing to better understand the genetic basis of virulence among strains identified in Canadian waters. 3.4 In 2007-08, novel vaccine types continued to be explored by DFO.  Three different approaches are being targeted and based on the indirect but more powerful stimulation of the immune system via the activation of antigen presenting cells (APC) through heat-shock proteins (HSP)-antigen complexes.  Atlantic cod and the pathogen nodavirus is the model for several reasons.  Cod farming is nearing the commercial stage in eastern Canada and is a promising substitute to an almost inexistent fishery.  Nodavirus is a serious pathogen of concern for cod farming, with several outbreaks reported in juvenile fish in the past 4 years.  The immune system of Atlantic cod seem to possess unique characteristics, although cods can be immunized, a specific immunoglobulin response cannot be detected, so it is believed that cellular and non-specific immune responses are likely to be more important for this species.  HSP-peptide vaccines are considered excellent candidates since discovering that HSP-peptide complexes are potent stimulators of a variety of immune responses, but to our knowledge, assays for fish vaccines have not been performed yet.
4. Positioning the Canadian regulatory system for health to enable innovation while minimizing the risks to Canadians through a focused genomics R&D program aimed at strengthening capacity in priority areas such as genetic information, biotechnology products, human genomics and microbial genomics, on human, animal and environmental health.	4.1 In 2007-08, genomics research within the Health Portfolio (HC and PHAC) continued to focus on the development and application of "omics" tools to reduce exposure to foodborne pathogens.  Current research is providing insight into the cellular changes associated with dietary exposure to different classes of naturally occurring carcinogens that contaminate foods.  The results of this research will further our understanding of events involved in tumour induction and will provide a mechanistic framework for regulatory decision-making. 4.2 Health Portfolio projects continued to build on existing research initiative focusing on the Evaluation of Environmental Toxicogenomics.  Toxicogenomics is the application of genetic methods to the study of toxicology.  The results from a project in 2007-08 have provided insights specific to gene expression changes, driven by exposure to toxic substances.  These gene expression changes are critical pieces of knowledge to acquire and apply to gene expression profiling studies, for eventual application to regulatory decision making.  Another research project was successful in characterizing cardio-pulmonary responses to cigarette smoke in the laboratory, which resulted in the identification of potential candidate biomarkers to predict the health outcome of cigarette smoking. 4.3 In 2007-08 research continued in the generation of pharmacogenomic and biotherapeutics data, specifically facilitating new knowledge of the potential health risks related to the toxicogenomics and proteomics of biotherapeutics.  Health Canada increasingly recognizes the significant role that such data will play in future drug submissions and that this data holds the possibility to influence human drug approvals in Canada.  Results revealed differential patterns of host responses following various regimes of biotherapies, which could help future exploratory studies aimed at identification of specific biomarkers suggestive of adverse reactions associated with biotherapeutics.  This increased understanding helps position HC to meet the regulatory challenges of analyzing such data in order to issue sound, science-based decisions. 4.4 Federal scientists, together with local, national and international collaborators, continued their focus on genomics, including a wide range of public health genomics research.  Research completed in 2007-08 at the Public Health Agency of Canada led to the development of a large-scale RNA interference library targeting most of the human genome for its ability to identify host cellular genes that have a role in supporting virus and transmissible spongiform encephalopathy (prion) pathogenesis.  Prion diseases of humans include classic Creutzfeldt-Jakob disease. Further funding from national and international partners and commercial partners was secured to continue towards the development of a commercially available pre-clinical test.  These results are likely to prove effective in the rapid detection, surveillance and risk assessment of prion contamination and other subtypes of organisms with the greatest public health risk.
5. Increased knowledge for forest generation and protection methods and for addressing environmental impact considerations, through a focused genomics R&D effort on species and traits that are of economic importance to Canada.	5.1 A genome scan by NRCan scientists in 2007-08, revealed that gene islands underlying growth and adaptation in spruce allowed the rapid selection of candidate gene to support linkage and association mapping experiments.  Budset related genes were the target of newly synthesized libraries and ongoing expression profiling experiments.  The NRCan Canadian Forest Service (CFS) developed a Single Nucleotide Polymorphism discovery Laboratory Information Management System and Database to track family members, expression data, PCR primers, amplification success and re-sequencing efforts.  A white spruce consensus genetic map was assembled and major quantitative trait loci were identified for the control of bud set and annual height increment.  In collaboration with Arborea II, a large-scale forest genomics project funded by Genome Canada (led from U. Laval); several hundred candidate genes have been identified for wood formation in white spruce.  In collaboration with Treenomix, the other large-scale forest genomics project funded by Genome Canada (led from UBC); the CFS was able to localize the expression and induction profile of defence related genes, leading to improved understanding of insect resistance mechanisms in spruce and poplar.  Recent progress in 2007-08 also demonstrated that a previously identified candidate gene in white pine is an important factor for plant defence response against pathogen invasion as well as for plant development.  The CFS identified Douglas-fir disease resistance genes. 5.2 In 2007-08, the CFS made significant advances in the development of DNA diagnostic and monitoring tools for the early identification and tracking of pathogens.  The Canadian Food Inspection Agency (CFIA) and the United States Department of Agriculture Animal and Plant Health Inspection service (USDA-APHIS) have adopted operationally the DNA-based diagnostic assays developed for sudden oak death by the CFS for their survey, certification and quarantine applications.  The CFS is currently generating large databases to identify genes that are involved in important disease processes (pathogenicity, infection, toxin production, host defence compound detoxification and host recognition) for use in diagnostic tools. 5.3 The interaction between viruses and the natural host is a culmination of co-evolutionary events that lead to successful viral infection and the survival of the host.  CFS work in this area in 2007-08 has demonstrated the dynamic relationship existing in any given populations of insect viruses and their host.  Microarray studies have shown precise gene expression profiles following infection.  The CFS also found through these studies that certain viruses produce proteins that have a down regulating effect on host genes involved in the immunity of larvae to parasites.  This is a promising avenue to generate effective biological control agents against Lepidoptera and pest beetles such as the mountain pine beetle.  The CFS fully sequenced and annotated the genome of the whitemarked tussock moth nucleopolyhedrovirus.  The sequencing of viral genomes has resulted in a proposal for a new classification of the family Baculoviridae and CFS work was a significant contribution to the state of the art understanding of the evolution of baculoviruses and their adaptation to their insect hosts.  The CFS developed molecular tools for the detection of microsporidia, a group of unicellular insect pathogens, in outbreak populations of forest defoliators.  These tools were used to track the prevalence of microsporidia during an outbreak cycle of the jack pine budworm and eastern spruce budworm to elucidate their role in outbreak dynamics and study their transmission in insect populations.
6. Development of genome-science applications to support regulatory and enforcement activities in key areas such as environmental risk assessment and management; enforcement and compliance; pollution detection, monitoring and prevention; conservation biology and wildlife genetics; technology forecasting and assessment; and the responsible and sustainable development and use of bio-based products and industrial processes.	6.1 Environmental genomics-based approaches were used in 2007-08 by EC to: Investigate molecular-level effects of environmental contaminants on wild species to improve environmental risk assessment/monitoring; Conduct molecular characterization of communities of microbes in contaminated soil so as to enhance bioremediation; Detect pathogenic micro-organisms in water and wastewater to assess the quality of water/wastewater and the effectiveness of treatment systems; Detect pathogenic micro-organisms in soil in support of regulatory and enforcement needs; Improve decision making regarding management and conservation of several species of concern (e.g., polar bears; various bird populations); Develop and validate a lobster eco-toxicogenomic array - correlation of gene expression profiles with traditional toxicological end-points for contaminant exposure, histological effects and behavioural changes; Determine the environmental impacts of transgenic crops and commercial bacterial consortia to aquatic invertebrates; Apply genomics to support the development of Aquatic nanotoxicology issues in fish; validate the gene expression responses in terms of physiological effects at the biochemical and cellular levels; Apply genomics to microbial source tracking: Identification of genetic markers specific for animal fecal pollution in aquatic environments; Validate genomics tools for the prediction of environmental effects: response of fish to contaminated sediments; Investigate environmental effects of genetically modified organisms and biotechnology microbes on functional microbial communities to improve risk assessment/monitoring; and Develop and validate sampling methods and molecular analysis techniques for rapid detection of virulent emerging infectious diseases in Canadian native amphibian species for wildlife disease surveillance and for wildlife conservation biology. 6.2 In 2007-08 investments continued in environmental genomics foresight, knowledge development, instrumentation, infrastructure and outreach (e.g., periodic comparative analysis of international environmental genomics activities via bilateral with US EPA).  EC is also working closely with The Organization for Economic Co-operation and Development (OECD) and the International Programme on Chemical Safety (IPCS) of the World Health Organization (WHO) in developing strategies and work-plans on several fronts to lead and co-ordinate international efforts to attempt to see how toxicogenomic methods and approaches might be applied within in a regulatory context.  Strengthening of partnerships and joint-projects between Federal Departments continues (i.e. Environment Canada and Fisheries and Oceans Canada).

Public Health Agency of Canada

The Public Health Agency of Canada participates in the following horizontal initiatives:

• Federal initiative to Address HIV/AIDS in Canada
• Preparedness for Avian and Pandemic Influenza
• Canadian HIV Vaccine Initiative

DPR Horizontal Initiative
Name of Horizontal Initiative: The Federal initiative to Address HIV/AIDS in Canada
Name of Lead Department: Public Health Agency of Canada				Lead Department Program Activity: Disease Prevention and Control
Start Date of the Horizontal Initiative: January 13, 2005				End Date of the Horizontal Initiative: Ongoing
Total Federal Funding Allocation: 2005-06 - $55.2 million;  2006-07 - $63.2 million; 2007-08 - $71.2 million; and 2008-09 - $84.4 million (ongoing)
Description of the Horizontal Initiative: The Agency is responsible for the overall co-ordination The Federal Initiative to Address HIV/AIDS in Canada (Federal Initiative). The Federal Initiative represents the federal contribution to a larger, multisectoral, stakeholder-driven national action plan for Canada’s response to HIV/AIDS. The Federal Initiative focuses on those populations most vulnerable to the HIV/AIDS epidemic - people living with HIV/AIDS, gay men, Aboriginal peoples, people who use injection drugs, inmates, youth at-risk, women, and people from countries where HIV is endemic. An integrated approach to program development encompasses issues related to the determinants of health, sexual health and individuals who are infected with HIV/AIDS, as well with hepatitis C, sexually transmitted infections and/or tuberculosis. The Federal Initiative targets priority issues of people living with or at-risk of HIV/AIDS through a combination of externally-delivered grants and contributions and federally-delivered (operating and maintenance) investments.  Grants and Contributions support front-line work through national and regional  funding programs, Primary Health Care and Public Health activities for First Nations on-reserve, international health grants, clinical trials and social, behavioural, community-based, and biomedical research. Federally-delivered investments support programs for federal prison inmates, routine and second generation surveillance, epidemiological studies, laboratory science, communications, social marketing, policy development, governance and advisory bodies, evaluation and risk management.
Shared Outcome(s): Immediate (Short Term 1 - 3 years) Outcomes: Increased and improved collaboration and networking; Increased availability and use of evidence; Improved quality assurance in HIV testing; Increased coherence of federal response; Increased awareness of HIV/AIDS; Improved attitudes and behaviours towards people living with HIV/AIDS; and Increased capacity (knowledge and skills) of individuals and organizations; Intermediate Outcomes: Increased practice of healthy behaviours Improved access to quality HIV/AIDS prevention, diagnosis, care treatment and support; and Strengthened pan-Canadian response to HIV/AIDS. Long Term Outcomes: Federal Initiative to address HIV/AIDS in Canada contributes to the: Improved health status of persons living with or at risk for HIV; Reduction of social and economic costs of HIV/AIDS to Canadians; and The global effort to reduce the spread of HIV/AIDS and mitigate its impact.
Governance Structure(s): The  Public Health Agency of Canada is the federal lead for issues related to HIV/AIDS in Canada. The Public Health Agency is responsible for overall coordination, communications, national/regional programs, policy development, surveillance and laboratory science. The Responsibility Centre Committee, led by the Public Health Agency, promotes policy and program coherence among the participating departments and agencies, and ensures that evaluation and reporting requirements are met.  Health Canada (HC) supports community-based HIV/AIDS education, capacity-building, and prevention for First Nations on-reserve and Inuit communities; provides leadership on international health policy and program issues; and assistance and guidance on evaluation. As the Government of Canada's agency for health research, the  Canadian Institutes of Health Research (CIHR) sets priorities for and administers the extramural research program. Correctional Service of Canada (CSC), an agency of the  Ministry of Public Safety and Emergency Preparedness Canada, provides health services, including services related to the prevention, diagnosis, care and treatment of HIV/AIDS, to offenders sentenced to imprisonment for two years or more. HC's International Affairs Directorate coordinates global engagement activities and provides the secretariat for the Consultative Group on Global HIV/AIDS Issues. The Consultative Group on Global HIV/AIDS Issues is a forum for dialogue between government and civil society on Canada's response to the global pandemic, and includes the provision of advice; guidance and suggestions regarding collaboration and policy coherence to ensure a more effective response. The Interdepartmental Forum on Global HIV/AIDS Issues provides overall coordination and coherence in the federal government's approach to the global pandemic. Participating departments and agencies include PHAC, Health Canada, CIDA, DFAIT, and the Canadian Institutes of Health Research. Other government departments are invited to attend on an as-needed basis. The  Ministerial Advisory Council on the Federal Initiative to Address HIV/AIDS in Canada provides independent advice to the Minister of Health on pan-Canadian aspects of HIV/AIDS.  The Federal/ Provincial/ Territorial Advisory Committee on AIDS serves as a forum to promote a coordinated governmental response to the HIV/AIDS epidemic.  The National Aboriginal Council on HIV/AIDS provides advice to the Public Health Agency of Canada and Health Canada on issues relating to HIV/AIDS and Aboriginal populations. The Federal/Provincial/Territorial (FPT) Heads of Corrections Working Group on Health is a sub-committee of the FPT Heads of Corrections. The Working Group on Health promotes policy and program development that is informed and sensitive to the complex issues surrounding the health of inmates, and provides advice to the FPT Heads of Corrections on trends and best practices as they relate to health in a correctional setting. Other federal departments have mandates to address broader social determinants that affect people living with HIV/AIDS or their vulnerability to acquiring the infection, as well as to address the global epidemic. A Government of Canada Assistant Deputy Ministers' Committee on HIV/AIDS establishes appropriate links and assists with the development of a broader Government of Canada approach to HIV/AIDS.
Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date)	Planned Spending for 2007-2008	Actual Spending for 2007-2008	Expected Results for 2007-2008	Results Achieved in 2007-2008
1. Public Health Agency of Canada	Infectious Disease Prevention and Control	HIV/AIDS	Ongoing	$30.6M	$24.2M	Increased awareness of HIV/AIDS epidemic in Canada and the factors that contribute to its spread through: • development of an Agency-led social marketing campaign; • augmented risk behaviour surveillance; and • targeted epidemiologic studies (e.g., expansion of I-TRACK and M-TRACK) and development of programs in other at-risk populations Improved quality assurance in HIV testing through: • maintenance and improved quality of HIV testing in Canada; • enhanced ability to monitor the performance of testing kits and algorithms used in provincial public laboratories; • enhanced HIV reference services; and • improved knowledge and characterization of the transmission of drug-resistant HIV in Canada. Strengthened pan-Canadian response to HIV/AIDS through: • the development of a population specific framework, with approaches for gay men, women, and people from countries where HIV/AIDS is endemic; and approaches for Aboriginal people, people who use injection drugs, street youth, federal inmates and people living with HIV/AIDS; and • Government of Canada readiness to support the development and distribution of vaccines through the implementation of the vaccine plan. Increased and improved collaboration and networking through: • the review and re-design of committees and advisory bodies; and • improved reporting on progress through the development and implementation of the Federal Initiative's performance management framework. Improved access to quality prevention, diagnosis, care, treatment and support through: • increased availability of evidence-based HIV interventions which address the determinants of health; and • increased availability of evidence-based HIV interventions which address co-infections that increase the susceptibility to acquiring and transmitting HIV (e.g., other sexually transmitted infections [STIs]) and other infectious diseases that increase disease progression and morbidity in people living with HIV/AIDS (e.g., hepatitis C, STIs, tuberculosis). Increased capacity (knowledge and skills) of individuals and organizations through support for health and education professionals by providing evidence based guidelines, training and technical assistance on issues related to HIV/AIDS and other infectious diseases.	Outcomes are planned for the longer term.  Interim results are reported below. Stigma and discrimination prevent people from accessing HIV testing, care, treatment and support.  The campaign to change stigmatizing and discriminatory behaviours of 18-25-year-old males is in the last stage of development.  This planned campaign is based on evidence that young men in this age group will change their attitudes and behaviours in response to an appropriately-focussed campaign. New surveillance information was made available through 2007 publications: HIV and AIDS in Canada: Surveillance Report (June, December), Inventory of HIV Prevalence and Incidence Studies in Canada, HIV/AIDS Epi Updates A nationally-based sentinel behavioural surveillance system to track HIV and associated risk behaviours in key populations by means of cyclical cross-sectional surveys at selected sites across Canada is well underway. M-track (men-who-have-sex-with-men) and I-track (people who use injection drugs) projects are established, with advisory groups, and study sites in high risk areas in key cities. A-track (Aboriginal peoples), E-Track (people from countries where HIV is endemic) and P-track (people living with HIV/AIDS) projects are at the exploratory stage, with feasibility and scope under discussion with population-specific expert working groups In 2007-08 PHAC’s HIV labs: assessed the performance of 42 clinical laboratories across Canada, and 500 laboratories in 50 resource-limited countries around the world, providing training where needed, to ensure consistent high quality of HIV testing. provided quality control software to all provincial health ministries and laboratories developed tests and gained new knowledge to detect, characterize and quantify novel HIV genetic variants. characterized 800 blood samples for drug resistance from collaborating provinces to assist provinces to improve treatment options for people living with HIV/AIDS. achieved WHO accreditation as specialized HIV drug resistance testing laboratory (one of four labs worldwide). with PHAC’s  Surveillance and Risk Assessment Division, published HIV Strain and Primary Drug Resistance in Canada (August). The work on a population-specific framework to guide program development and all population-specific status reports moved ahead, with planned publication of the reports starting in 2008. The vaccine plan is being implemented through the work of the Canadian HIV Vaccine Initiative, launched in 2007. In 2007-08, consultations were held on the development of a pilot-scale manufacturing facility, and the social and discovery research program, clinical trial capacity-building and networks program, and policy development and community engagement program. The review of Federal Initiative committees has been deferred to 2009. Progress has been made on the further development and implementation of the performance management framework.  An implementation evaluation of the Federal Initiative will be completed by December 2008, and a process evaluation is underway to test performance indicators. A horizontal pilot project with the Homelessness Partnering Secretariat will demonstrate whether or not a culturally-appropriate case management approach can improve health and housing outcomes for Aboriginal persons who are homeless or at risk of homelessness and living with HIV/AIDS. Fact sheets and a website discussion forum were made available for street youth to learn about STIs , HIV, and associated acquisition and transmission risks. In 2007-08, with the support of provinces and territories, the groundwork was laid for the updating of national HIV and STI testing policies and guidelines.  Underpinning this work was the publication of HIV Testing and Counselling: Policies in Transition, a synthesis of research in Canada and around the world.  New national HIV testing guidelines were published.  Point-of-Care HIV Testing Using Rapid HIV Test Kits: Guidance for Health Care Professionals can be adapted by provinces and territories for use within their specific jurisdictions.  The Canadian Guidelines on Sexually Transmitted Infections were updated and distributed across the country.  Training sessions were provided to education and health professionals in the application of these guidelines.  National anti-homophobia resources were developed to decrease the impact of homophobia in health and medical care settings.  There is strong evidence that homophobia deters people from accessing HIV and STI testing, care, treatment and support. Explanation of variance ($6.4M): The variance represents a reallocation of $2.3M to Canadian HIV Vaccine Initiative and the balance relates to reductions required by the Expenditure Review Committee.
		Regional HIV/AIDS Program	Ongoing	$13.5M	$12.4M	Increased and improved collaboration and networking through multi-sectoral partnership development. Increased awareness of HIV/AIDS through funding projects to engage target populations in awareness raising (promotion and prevention) events, presentations and campaigns on HIV/AIDS. Increased capacity (knowledge and skills) of individuals and organizations through funding projects to provide skills building sessions for staff and volunteers. Improved attitudes and behaviours towards people living with HIV/AIDS through policy changes and other initiatives that create a more supportive environment for people living with HIV/AIDS. Improved access to quality HI/AIDS prevention, diagnosis, care, treatment and support through strengthened population-specific funding programs delivered through regional community based organizations.	The Public Health Agency’s regional offices are responsible for administering the AIDS Community Action Program (ACAP).  In 2007-08 ACAP provided $10.4M in funding for 52 time-limited and 74 operational community-based projects across Canada. These 126 projects aim to create supportive environments for those living with HIV/AIDS, prevent HIV/AIDS in key populations (gay men, people who use injection drugs, Aboriginal peoples, prison inmates, youth at risk, women and people from countries where HIV is endemic), facilitate health promotion for those living with HIV/AIDS, and strengthen community based organizations that work with the key populations. Seven of the above mentioned ACAP projects are integrated with hepatitis C funding to target people who use injection drugs to prevent the spread of blood-borne pathogens. Explanation of variance ($1.1M): G&C reduction exercise and reallocation to CHVI
2.Health Canada (HC)	First Nations Inuit Health Branch (FNIHB)	First Nations in-reserve and Inuit Community Health	Ongoing	$3.3M	$3.1M	Increased awareness of HIV/AIDS epidemic in Canada and the factors that contribute to its spread through increased support for on-reserve First Nations in their efforts to develop and deliver targeted prevention, education and awareness programs for health professionals, community leaders and community members. Increased capacity (knowledge and skills) of individuals and organizations through provision of HIV/AIDS and hepatitis C guidelines for nurses working on reserve; and training on HIV/AIDS and hepatitis C for health professionals and nurses working on reserve.	FNIHB provided $3.1M funding to First Nations (FN) and Inuit community organizations across seven regions to develop and deliver targeted prevention, education and awareness programs for health professionals, community leaders and community members, and to increase the capacity (knowledge and skills) of individuals and organizations. In Atlantic Region, projects focused mainly on youth and women. For example, STI testing was offered during routine pap testing to increase testing of HIV/AIDS. Prevention education workshops took place in classrooms for grades 7-12 on STI/AIDS/HIV sexual health for Innu communities; women’s workshops on violence prevention were presented in communities and also included youth. An evaluation of Healing Our Nations programs was completed. New collaborative relationships were established with Tu’kn communities, Cancer Care Nova Scotia (for data collection) and the population health research unit of Dalhousie University. This collaboration with the provincial government and district health authorities will contribute to improving First Nations youth health; and, to improving community leaders’ knowledge of HIV/AIDS. This is the First Canadian On-Reserve Youth Health Centre that will meet provincial standards. In the area of capacity building, 21 Innu and 2 Micmac “Youth Train the Trainer” sessions took place involving training on-reserve youth to become peer educators on issues of sexuality, hepatitis C, STIs and HIV/AIDS. School based education of sexual health was carried out. The Labrador Friendship Centre hosted a conference on sexual health delivered for community members from Sheshatshui and Natuashish. Support was provided for Aboriginal PHAs (APHAs) living in First Nations communities through workshops dealing with Death and Dying. In Quebec, projects focused on training on HIV/AIDS and hepatitis C for health professionals and nurses working on reserve These included training on Youth Sexual Health, and Notification of Sexual Partners, for nurses and community health nurses (CHNs). An information flyer on HIV/AIDS and pregnant women was produced with the collaboration of women from various groups involved in HIV / AIDS activities. The Circle of Hope Newsletter was distributed to First Nations and their health care workers. In Ontario, partnerships were enhanced and linkages with major stakeholders (local health units, First Nations HIV/AIDS Education Circle) were increased. Thirty seven communities received support for programs which included the distribution of HIV/AIDS education material. Political Tribal Organizations (PTOs), Tribal Councils and Chief Councils received funding for HIV/AIDS initiatives. In Manitoba, Two conferences on Education and Collaboration were delivered. One was attended by more than 150 CHNs and community representatives; the second conference was attended by 120 CHNs. Through the evaluations the nurses reported that they learned a great deal about HIV/AIDS and Hepatitis C and requested further conferences and workshops. In Saskatchewan: All 84 SK communities accessed funding and delivered HIV/AIDS prevention education and awareness programs with community specific objectives and activities. As a result, 70 people attended 3 workshops on HIV in which personal and community values were explored and became the basis for HIV planning & activity implementation. CHNs, health directors, National Native and Alcohol & Drug Abuse Program (NNADAP) workers, mental health, youth workers, and health councillors participated in this formal education.  Enhanced HIV Surveillance was carried out using the Social Network Analysis tool with newly HIV diagnosed clients. This tool enabled enhanced social data collection and information, resulting in increased knowledge of HIV. Harm Reduction and Needle Exchange Programs (NEP) incorporated culture and aboriginal teachings. NEP programs are operating in 10 FNs Holistic and culturally competent objectives were developed that target FN at risk and marginalized people. SK is unique and strategies need to meet the needs of the people in our communities. In Alberta: Blood borne pathogen and sexually transmitted infection (BBP/STI) funding was provided to 36 communities for community developed and driven activities, including: BBP/STI prevention workshops, awareness/safer sex poster contests at jr/sr high in 3 communities, and Healthier Sexuality presentations made at youth and community workshops by “the Condom Queens” (2 elders). Male/female condoms and dental dams were distributed in health centres, recreation facilities; and pow-wows. BBP/STI 1O1 and BBP/STI Prevention train the trainer sessions were delivered to all Treaty areas nurses, CHRs and NNADP workers in Northern Communities.  In British Colombia, FNIHB (BC Region) partnered with the First Nations Leadership Council and the Government of British Columbia (through the formal Tripartite Agreement) to develop the Tripartite First Nations Health Plan. Community training and education sessions were held with positive evaluations. For example, the Carrier Sekani Family Services held a Youth Conference in Prince George “Mobilizing on HIV/AIDS and STIs in Aboriginal Communities”. The Northern Aboriginal Task Force and Healing Our Spirit (HOS) held the 12th Annual Provincial HIV/AIDS Conference in Prince George with an attendance of over 300. ‘Around the Kitchen Table’, is a  project that empowers Aboriginal women, with an emphasis on those living in remote communities, to fight the spread of HIV/AIDS by reinstating their traditional roles, and joining them in a community network of support and education. Healing Our Spirit developed and disseminated educational print and video materials; and partnered in project that provided care, treatment and support to on-reserve band members when in Vancouver undergoing treatment for HIV/AIDS.  The Headquarters office completed and translated into French the HIV/AIDS and hepatitis C reference tool for nurses working on reserve. In addition to the planned results, FNIHB has increased the availability of evidence through work on a Performance Measurement Strategy (implementation of evaluation tools and mechanisms at regional levels), and the initiation of work on a pilot HIV sentinel surveillance system for First Nations on reserve and Inuit.(A-Track). Explanation of variance ($0.2M): FNIHB/PHAC Letter of Agreement - funds not retrieved by PHAC due to new rules for funds transfers between HC and PHAC. Funds lapsed. FNIHB also provided an additional $2.6M from its core budget to support its HIV/AIDS programs.
	International Affairs Directorate	Global Engagement	Ongoing	$1.2M	$0.6M	Improved coherence of Federal response through increased policy coherence across the Federal Government's global HIV/AIDS activities. Strengthened pan-Canadian response to HIV/AIDS through support projects that engage Canadian organizations in the global response to HIV/AIDS.	The International Affairs Directorate convened and provided leadership to the Federal AIDS 2008 Secretariat, an interdepartmental co-ordinating committee which is guiding the Government of Canada’s participation in the XVII International AIDS Conference (Mexico, 1-8 August 2008). A strong co-ordinated Canadian presence will ensure that Government of Canada priorities are communicated and well-represented at this important forum that brings together political leaders, health professionals, scientists, policy-makers and community members from around the world to address key issues in the global response to HIV/AIDS. Global information sharing opportunities and collaborative activities related to HIV/AIDS were expanded through support for Canadian participation in relevant international organizations and international fora. Five grants were awarded to qualified organizations through an open and competitive process, to enhance Canadian engagement in the global response to HIV/AIDS. Organizations who have received funding are able to better serve their communities and members by transferring the knowledge, skills and lessons learned they have gained in pursing their international work. Understanding of the implications, challenges and opportunities of recognizing HIV infection as a disability and of seeking such an interpretation of the UN Convention on the Rights of Persons with Disabilities was improved. Explanation of variance ($0.6M): -Reallocation to the Canadian HIV Vaccine Initiative; and challenges in staffing had implications for overall capacity to use resources.
	Departmental Program Monitoring and Evaluation Directorate	Program Evaluation		$0.1M	$0.0M	Improved coherence of Federal response through the provision of strategic performance management framework: ongoing performance measurement, monitoring, evaluation and reporting of performance results. Increased capacity (knowledge and skills) of individuals and organizations through developing the capacity for monitoring and evaluation of the HIV/AIDS epidemic in Canada	Corporate evaluation provided evaluation support to Health Canada’s Federal Initiative partners and advice on the Federal Initiative implementation evaluation. Explanation of variance ($0.1M): Staff support to file was paid from DPMED’s core budget, not from Federal Initiative funds. As of April 1, 2008 $100K of Federal Initiative funds were transferred to PHAC.
3. Canadian Institutes of Health Research (CIHR)	Institute of Infection and Immunity	HIV/AIDS Research Projects and Personnel Support	Ongoing	$19.4 M	$18.8M	Increased and improved collaboration and networking through: • funding of and participating in HIV/AIDS conferences/ workshops; and • participating in FI Accountability Working Group and Responsibility Center Committee and engaging appropriate federal partners in CIHR activities. Increased availability and use of evidence through: • funding HIV/AIDS research projects across a broad spectrum including socio-behavioural, biomedical, clinical, and community-based research.; and • providing new research funding opportunities for scientists in strategic areas of HIV/AIDS research; Increased capacity (knowledge and skills) of individuals and organizations through launching strategic capacity building initiatives and providing funding for training and salary awards Strengthened pan-Canadian response to HIV/AIDS through: • developing a strategic plan for CIHR HIV/AIDS Research Initiative; • initiating the process to renew and enhancing infrastructure for clinical HIV research; and • building effective partnerships with and engaging meaningful dialogue with key stakeholders.	The Health Systems, Services and Policy and Resilience, Vulnerability and Determinants of Health expert working group developed the Centres for Population Health and Health Services Research Development in HIV/AIDS Request for Applications (RFA).  This funding will enable the development of an integrated network of centres in Canada specializing in HIV/AIDS health services and policy research and research on the social, cultural and environmental determinants affecting the HIV/AIDS epidemic. In 2007-08, with combined CIHR and Federal Initiative funding, CIHR funded 182 grants, 139 awards and 17 Canada Research Chairs in the area of HIV/AIDS. This investment totalled $37.1 million in HIV/AIDS research in 2007-08.  This funding flowed directly to HIV/AIDS researchers in universities and research institutions across Canada.  Through the Community-based Research Program, 11 new grants (3 Aboriginal Stream; 8 General Stream) and 8 capacity-building grants and awards (5 Aboriginal Stream; 3 General Stream) were approved in 2007-08.  CIHR also renewed funding for the Canadian HIV Trials Network after an open, competitive, peer-reviewed process. HIV/AIDS researchers supported by CIHR made significant achievements in addressing the HIV/AIDS epidemic both in Canada and globally. CIHR-supported outcomes in this area included: an international research study that found that male circumcision is an effective way to reduce the incidence of HIV among young men.  The study was named the top medical breakthrough of 2007 by Time Magazine, the identification of immune cells that give rise to a fungal infection commonly found in HIV patients called candidiasis. This new knowledge will help in the development of more powerful and effective treatments for the fungal infection, which can limit food consumption, leading to weight loss that threatens patients' general health and well being; the definition of a new and unexpected pattern of gene expression in HIV-1, which has the potential to produce a new protein. The discovery of this protein and identification of its function might provide a new target for antiretroviral therapies and in addition, due to its proposed membrane-associated characteristics, could provide new possibilities for vaccine design; the development of a tool to measure patients' readiness to adhere to Highly Active Anti-retroviral Therapy (HAART). The Antiretroviral Readiness and Motivation Scale (ARMS) could allow physicians and other caregivers to better predict which patients will adjust quickly to HAART and take steps to help those who will face more challenges in adhering to the regimen; important findings that suggest that people at risk of HIV become less worried about it the longer they test negative, believing the high-risk behaviour they engage in is safe. The results underscore the need for enhanced counselling for those who repeatedly test negative for the virus and continue to engage in high-risk behaviour; and clinical trials that have led to the development and use of antiretroviral therapies that have allowed many HIV-infected people to live longer, healthier lives. In 2007-08, the CIHR launched the development of a strategic plan for the CIHR HIV/AIDS Research Initiative;  The final document will position Canada’s strategic HIV/AIDS research priorities in the context of an overarching strategic plan that will serve as a useful guide for future CIHR HIV/AIDS Research Initiative investments.  As part of the process, the CIHR invited its HIV/AIDS stakeholder community to play a leading role in shaping its strategic plan.  Consultations revealed that Canada’s HIV/AIDS research community overwhelmingly supported the directions being taken and funding mechanisms used by CIHR. Through the CIHR Community-Based Research Program, Aboriginal communities and organizations are involved in the design and implementation of research projects. This approach provided study populations with control of the research they were involved in and allowed for improved dissemination of knowledge created back to the community. Explanation of variance ($0.6M): Internal levies and reallocation to CHVI.
4. Correctional Service of Canada	Health Services		Ongoing	$3.1 M	$1.9M	Improved collaboration and networking through expanded information sharing opportunities and collaborative activities within the F/P/T/ Heads of Corrections Working Group. Increased awareness of HIV/AIDS through increased awareness of the need for innovative research initiatives on infectious diseases within the federal offender population. Increased capacity (knowledge and skills) of individuals and organizations through continued support of and participation in training and learning opportunities for correctional health care professionals. Improved access to quality prevention, diagnosis, care, treatment and support through: • improved coordinated discharge planning programs for federal offenders with infectious diseases and other physical health problems being released into the community; • enhanced, gender specific infectious disease care, treatment and support, in accordance with professionally accepted health standards for women offenders through the development of a framework for a women offender infectious disease strategy; • culturally appropriate health programs and services for Aboriginal offenders in federal correctional institutions; • reduced transmission of infectious diseases among federal offender populations through innovative harm reduction programs and measures; and • expanded health promotion initiatives to encourage healthy behaviours with the federal correctional environment. Increased availability and use of evidence through: • augmented surveillance and data collection activities in order to better inform infectious diseases policy and program initiatives; and • better informed internal policies and programs using results of an extensive inmate survey on risk behaviours.	F/P/T/ Heads of Corrections Working Group shared information on areas of mutual interest including the development of national HIV Point of Care testing and counselling guidelines, BC’s Youth HIV/HCV Study, and CSC’s Discharge Planning Guidelines. Ongoing consultation with PHAC has resulted in research/ collaborative activities such as the inmate survey on risk behaviours, which was conducted in early summer 2007. The results are currently being tabulated and analysed. CSC’s national, regional and institutional nurses participated in the annual CANAC (Canadian Association of Nurses in AIDS Care) conference.  Hepatitis C and HIV medical specialists conducted educational sessions for staff and inmates on site throughout the year. Infectious diseases training needs for Infectious Disease Nurses in CSC was reviewed. A plan is under development that will be integrated with an overall annual training strategy for CSC nurses. New Discharge Planning Guidelines were implemented in all Regions in February 2008. They provide direction to staff on the discharge or transfer of offenders with ongoing infectious disease issues. Consultations are taking place to improve infectious disease services for women offenders. An Infectious Disease Strategy will be finalized and implemented in 2008-09. The A-PEC (Aboriginal National HIV/AIDS Peer Education and Counselling program) trains First Nations, Inuit and Métis offenders to be peer resource helpers in the area of infectious disease and harm reduction measures. One national and two regional Aboriginal Health Coordinators, with the assistance of Aboriginal Service Organizations, implement the program in all five CSC regions. In March 2008 consultations took place for the development of a National Aboriginal Health Strategy. Seven inmate-led projects were funded under the Special Initiatives Program to educate offenders on the risks associated with certain behaviours. The National HIV/AIDS Peer Education and Counselling (PEC) Program trains selected inmates to become "peer educators"; and to offer support and infectious disease information to other inmates. 43 CSC institutions are required to deliver PEC. In 2007, there were peer educators in 37 of 43 (86%) facilities. A newsletter on infectious disease, including HIV/AIDS surveillance data, was released. Surveillance data analysis was enhanced through better coordination and management of data collection activities. The inmate survey was administered in late spring-summer 2007. Preliminary results are currently under review/analysis. Implications for policies and programs will be determined in 2008/09. Explanation of variance ($1.2M): Challenges in recruitment activities have had implications for overall capacity to use resources. The creation of the Public Health Branch will give CSC a firm base from which to further solidify HIV/AIDS activities under the Federal Initiative.
Total			Ongoing	$71.2 M	$61.0 M
Comments on Variances:  See individual program responses to variance
Results to be Achieved by Non-federal Partners: Major non-governmental stakeholders are considered full partners in the Federal Initiative to Address HIV/AIDS in Canada. Their role is to engage and collaborate with all levels of government, communities, other non-governmental organizations, professional groups, institutions and the private sector to enhance the Federal Initiative to Address HIV/AIDS in Canada's progress on all outcomes identified above.
Contact Information:  Dr. Howard Njoo   613-948-6799    howard_njoo@phac-aspc.gc.ca

 

DPR Horizontal Initiative
Name of Horizontal Initiative: Preparedness for Avian and Pandemic Influenza
Name of Lead Department: Public Health Agency of Canada				Lead Department Program Activity: Disease Prevention and Control
Start Date of the Horizontal Initiative: late 2006				End Date of the Horizontal Initiative: Ongoing
Total Federal Funding Allocation (start to end date): $617 million over 5 years (2006-07 to 2010-11) and $94 million per year ongoing
Description of the Horizontal Initiative (including funding agreement): Canada is facing the potential for two major, inter-related animal and public health threats: the potential spread of avian influenza virus (H5N1) to wild birds and domestic fowl in Canada and the potential for a human-adapted strain to arise, resulting in human-to-human transmission, potentially triggering a human influenza pandemic. A coordinated and comprehensive plan to address both avian and pandemic influenza is required. In 2006 the Health Portfolio received $422 million over 5 years (2006-07 to 2010-11) and $64 million per year ongoing to improve preparedness for avian and pandemic influenza. The bulk of the initiatives are ongoing. Initiatives are being launched in the areas of vaccines and antivirals; surge capacity; prevention and early warning; emergency preparedness; critical science and regulation; risk communication; and inter-jurisdictional collaboration. Efforts also will be undertaken to fill gaps in Aboriginal on-reserve planning and preparedness and to enhance federal capacity to deal with an on-reserve influenza pandemic. Under the umbrella of "Preparing for Emergencies", in 2006 the Canadian Food Inspection Agency (CFIA) was allocated $195 million to be spent over 5 years (2006-07 to 2010-11) and $30 million per year ongoing to enhance Canada's state of Avian Influenza preparedness. Canada's Avian Influenza Working Group was established in 2006 to update policies, protocols, operating procedures, and systems to enhance Canada's state of preparedness—through collaborations and partnership – in 5 pillars of strategies and processes for prevention and early warning, emergency preparedness, emergency response, recovery, and communications.
Shared Outcome(s): These initiatives will allow the federal government to strengthen Canada's capacity to prevent and respond to immediate animal health and economic impacts of avian influenza while increasing preparedness for a potential pandemic. Greater Protection for Canadians will come about with improved vaccines and antivirals, improved emergency preparedness, and increased surge capacity to better address peak periods, as well as through critical science and regulation processes in the area. There will be enhanced on-reserve planning and preparedness and improved federal capacity to deal with an on-reserve pandemic. Response Speed and Understanding will be enhanced through prevention and early warning measures, risk communication and inter-jurisdictional collaboration.
Governance Structure(s): In January 2008, the Agency, Health Canada (HC), the Canadian Institutes for Health Research (CIHR), CFIA finalized The Avian and Pandemic Influenza Preparedness Interdepartmental/Agency Governance Agreement. The primary scope of this agreement is the management of specific horizontal issues and/or initiatives stemming from the $1 billion for avian and pandemic influenza preparedness emanating in Budget 2006. This agreement is supported by a structure that falls within the auspices of the Deputy Ministers” Committee on Avian and Pandemic Influenza Planning (CAPIP).The implementation of this agreement is led by the Avian and Pandemic Influenza Assistant Deputy Ministers Governance (API ADM Governance) Committee focussing on the implementation of funded initiatives. An Avian and Pandemic Influenza Operations Directors General (APIO DG) Committee supports the API ADM Governance Committee, makes recommendations to it and oversees the coordination of initiatives. The APIO DG committee keeps the DG Steering Committee under the CAPIP informed of its activities as well as through cross membership. The APIO DG Committee is chaired by the Agency and CFIA and its members include DG level representatives from HC and CIHR and chairs of established working groups. Working groups are established for areas that cross departmental/agency activity. Working groups report to the API ADM Governance Committee through the APIO DG Committee.
Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end)	Planned Spending for 2007-08	Actual Spending for 2007-08	Expected Results for 2007-08	Results Achieved in 2007-08
1. Public Health Agency of Canada	Disease Prevention and Control	a.  Vaccine readiness and clinical trials	ongoing	$21.0 M	$1.2 M	Support for expanded production capacity and production of clinical trials of a mock H5N1 vaccine will help ensure timely availability of a safe and effective vaccine to all Canadians in the event of a pandemic, helping to reduce the extent of illness and death. Improved vaccine adverse event reporting for both annual flu vaccine campaigns and the use of a vaccine in a pandemic will allow a timely response to any adverse effects and increase public confidence in Canada's public health system.	Supported the expanded production capacity for vaccines: • Worked with vaccine manufacturer to increase production capacity as per contractual arrangements. (Manufacturer now has the technology in place to produce the vaccines needed by Canadians in the shortest time technologically possible at this time.); and • Performed regular reviews of contract to ensure continuity of production capacity. Work on the design and conduct of clinical trials of a mock H5N1 vaccine: started clinical trials of mock vaccine. Used real-time vaccine safety and effectiveness pilot studies during the regular annual influenza season to increase capacity to gather knowledge and evidence for use during a pandemic: • Conducted real time safety and effectiveness post-market surveillance studies of the influenza vaccines at 4 study centres across Canada. (Results of the surveillance study were shared informally within the Federal/Provincial/Territorial (F/P/T) Vaccine Vigilance Working Group and arrangements were made to share results with vaccine regulators at HC); and • Used the study to perform exercises to enhance capacity to conduct post-marketing field studies – a requirement during a pandemic episode.
	Disease Prevention and Control	b.  Rapid vaccine development and testing	ongoing	$1.0 M	$0.5 M	Enhanced domestic ability for research and development of vaccines for novel influenza viruses and other emerging infectious diseases and an improved body of knowledge will contribute to the development of new strategies for influenza vaccines, which will help allow a more timely and effective response to future influenza threats.	Work on enhanced domestic ability for research and development of vaccines for novel influenza viruses and other emerging infectious diseases: • Helped Canada's major vaccine manufacturer to upgrade their technology to allow production of the vaccines needed by Canadians in the shortest time technologically possible at this time.
	Emergency Preparedness and Response	c.  Contribution to National Antiviral Stockpile	ongoing	$53.1 M	$40.1 M	An increased national stockpile of antivirals for the use of health care professionals/institutions will allow treatment to all Canadians who need it, helping to bridge the gap until a pandemic vaccine can be produced and thereby reducing the number of deaths in the event of a pandemic.	Increased the national stockpile of antivirals and strengthened response potential through diversification: • Increased the National Antiviral Stockpile to 53.7 M doses; and • Diversified the National Antiviral Stockpile by including 2 different types of antiviral medications.
	Emergency Preparedness and Response	d. Additional antivirals in NESS	$12.5 M	$12.5 M	$21.9 M	An antiviral reserve beyond the national antiviral stockpile will give the Government of Canada the flexibility to support the initial containment of a potential pandemic influenza outbreak, either domestically or abroad, to backstop P/T efforts against an outbreak or to provide appropriate protection to federal employees, therefore ensuring a more timely and effective response to a pandemic situation and better protection of Canadians.	Built-up an antiviral reserve beyond the National Antiviral Stockpile: • Received 5 million doses of Tamiflu and 4 million doses of Relenza.
	Disease Prevention and Control	e. Capacity for Pandemic Preparedness	ongoing	$4.9 M	$3.6 M	Strengthened capacity and a central focal point for pandemic issues will allow the Agency to provide more effective leadership, coordination, advice to the Minister and collaboration on avian and human influenza issues across the Government, with provinces and territories, across sectors and internationally. More specifically, strengthened capacity for the Agency in F/P/T liaison, policy analysis and executive briefing will allow for more timely identification of issues and responsive decision making in a changing environment. Enhanced support will allow the F/P/T Communicable Disease Control Expert Group to deliver on its mandate, support the several Pandemic-related issue groups which report to it and continue work on new strategic initiatives (e.g. National Policy Recommendations on Antivirals for Prophylaxis, updating the Canadian Pandemic Influenza Plan, and developing a Cross-sectoral Avian Influenza Response Plan). Finally, strengthening the Agency's correspondence function will allow more timely replies to address the influenza-related concerns of Canadians.	Strengthened the Agency's capacity to provide more effective leadership, coordination, advice to the Minister and collaboration on avian and human influenza issues across the Government, with provinces and territories, across sectors and internationally:  • Conducted professional and public consultation on the use of antivirals and published findings; • Had the Task Group on Antiviral Prophylaxis (TGAP); (1) review multiple considerations, including scientific evidence, and (2) make recommendations for the use of antivirals for prophylaxis during a pandemic.  Advanced the TGAP recommendations by gaining approval from the Public Health Network Council and Council of Deputy Ministers of Health and have placed them as an item for approval at next (FY2008-09) F/P/T Ministers of Health Meeting; • Provided $1 million to the Global Action Plan through World Health Organization (WHO) to increase the international supply of pandemic influenza vaccines; • Assisted WHO in its pandemic influenza program by providing expertise through participation on the Advisory Committee to WHO Director General and the WHO Global Health Security Action Group on pandemic influenza; • Worked on the implementation of the August 2007 Agreement signed by Canada, Mexico and the United States that approved a North American Plan for Avian and Pandemic Influenza; • Reviewed the Canadian Pandemic Influenza Plan for the Health Sector (CPIP) and identified areas for updating in FY 2008-09 following expected policy announcements and new guidance from the WHO; • Provided leadership in the revision/updating of three technical annexes of the CPIP, specifically the annexes dealing with clinical care, laboratory issues, and pandemic vaccine. Facilitated appropriate consultation with F/P/T colleagues and technical experts and oversaw progress through the briefing and approval process; and • Reviewed and approved the inclusion of a new technical annex in the CPIP on the role of Emergency Social Services in pandemic preparedness and response.
	Disease Prevention and Control and Strengthen Public Health Capacity	f. Surveillance Program	ongoing	$8.5 M	$3.9 M	Improved the interoperable components of the Canadian public health surveillance system. This improved reach into a broader range of settings/issues such as surveillance in health care settings and ensuring the safety of the blood supply. This system, supported by a robust systems platform, new and/or improved policies and information sharing agreements, and the efficient analysis and interpretation of the data collected will allow more timely identification of potential outbreaks. This moves towards a more effective response and thus reducing illness and death in the event of an avian influenza outbreak or human pandemic.	Enhanced the National Immunization Strategy (NIS): • Assisted with the interim evaluation of the NIS. Final report was presented to Canadian Immunization Committee and will be presented to the Agency Evaluation Committee in fiscal year 2008-09. Establishment of a National Vaccine Supply strategy through the F/P/T Vaccine Supply Working Group: No progress in fiscal year 2007-08. Expanded the reach of the surveillance system: • Completed recruitment process for 4 positions; • Held consultations with multiple stakeholders on enhanced surveillance and arranged for these to be ongoing; and • Arranged for joint (HC and the Agency) assessment of the feasibility of enhancing surveillance capacity in First Nations communities. Educated/Prepared front-line workers (physicians and public health professionals) in surveillance (rapid detection) and response to an Influenza Pandemic: • Negotiated and signed a multi-year contract with Canadian Public Health Association for the development of an internet course on the Management of Infectious Disease Outbreaks for front-line clinicians with a planned launch in fiscal year 2008-09 and developed an agreement with Public Health Network Council and Canadian Council of Ministers of Health to make this course available to front-line clinicians; • Drafted the core competencies for management of infectious diseases.  Once finalized they will be recommended for integration into the health professional core curricula; and • Worked on developing partnerships for social marketing; Developed surveillance systems through collaboration with provinces and territories on a number of projects: • Through both the Canadian Immunization Committee and the Pandemic Influenza Committee a collection of surveillance/related activities were implemented; • Through both the Canadian Immunization Registry Network and Canada Health Infoway new standards were established for immunization registries and a new national registry, Panorama, will be rolled out in fiscal year 2008-09; • Established the Vaccine Working Group of the Canadian Immunization Committee.  Standard Operating Procedures for adverse event reporting were developed. Procedures are awaiting F/P/T approval; • The Agency continued to participate in design and development work related to Infoway's Panorama tool.  This direct participation is a follow-up from the previous year's item on the development of options to address gaps in readiness for the deployment of EHRs and their related components; • It supported the integrated public health information system (iPHIS) and undertook necessary enhancements such as the improved capability to extract pertinent data thereby enhancing its robustness and ensuring that jurisdictions using it are ready for its optimal usage while responding to any outbreaks and health emergencies; and • An Agency-wide Surveillance Strategic Plan was developed including the creation of governance bodies and a corresponding multi-year work plan to address areas of concern (integrated surveillance, knowledge management, partnerships and collaboration, evaluation). Ongoing surveillance: • Of infectious diseases in Canada and in the international environment including the regular review of applicable scientific evidence. Tested surveillance systems through the following activities: • With HC conducted a survey to assess respiratory illness surveillance on outbreak management in First Nations communities. Will be reported in fiscal year 2008-09; and • Supported an evaluation of the Respiratory Virus Detection Surveillance System (RVDSS) that will be reported on in fiscal year 2008-09.
	Emergency Preparedness and Response	g. Emergency preparedness	ongoing	$15.1 M	$11.1 M	A more robust, efficient, effective response to a human influenza pandemic through improved communications, integrated and tested plans, and improved local capacity will result in reduced mortality and morbidity among Canadians, and demonstrate Government of Canada leadership and foresight in the event of an avian or pandemic influenza outbreak.	Three exercise activities related to pandemic influenza were developed and exercised: • The first, exercise judicious alert was developed and presented for the Public Health Network Council to test communications and notification mechanisms during the initial period of an influenza pandemic; • The second was a Ministerial level exercise named Exercise Noble Exchange; and • The third was a pandemic influenza toolkit that was developed in partnership with the provinces and territories to provide them with the means necessary to develop their own pandemic exercises. Quality control was exercised over the stockpile of critical counter measures stored in order to respond to all hazard type events: • The rotation, replacement of expired drugs and replacement and/or refurbishment of medical devices and supplies in the NESS; • The purchase of any outstanding supplies required for the NESS to meet a 20% surge capacity such as medical devices and personal protective equipment; and • The engagement of the product manufacturer to test for shelf-life extension of NESS antivirals.
	Emergency Preparedness and Response	h. Emergency human resources	ongoing	$0.4 M	$0.2 M	A viable response plan for the HR capacity of the Agency and effective operational support to meet Agency requirements during a health crisis will allow the quick mobilization of Agency staff members in the event of a health crisis. Supporting preparedness measures will ensure that the Agency's services to Canadians can continue uninterrupted in the event of a public health emergency, reinforcing public confidence in the Canadian health system.	Work towards development of a response plan for the HR capacity of the Agency and the effective operational support needed to meet Agency requirements during a health crisis included: • Drafting a Human Resource Emergency Plan, • Initiating the planning to test the feasibility of the HR Emergency Plan with simulation exercises, and • Staffing two positions within HR Operations to assist in pandemic preparations (hiring was completed).
	Disease Prevention and Control	i. Winnipeg lab & space optimization	ongoing	$13.7 M	$6.1 M	Additional biocontainment research space will allow additional efforts on diagnostic testing and research on avian and human influenza, resulting in more timely identification of a pandemic virus and a better understanding of its characteristics, thus helping to reduce illness and death in the event of an outbreak or pandemic.	Acquisition of additional biocontainment research space activities included: • Acquisition of the Ward Lab in Winnipeg, Manitoba; • Developed plans for retrofit and initiated the work; • Initiated preliminary programming and design of the Ward Lab to match specific needs of selected future occupants; • Appointed PWGSC project manager of the physical retrofit; and • Arranged for PWGSC to have a contractor assume responsibility for the building physical plant.
	Disease Prevention and Control	j. Strengthening the public health lab network	ongoing	$4.7 M	$5.8 M	An increased and better linked and coordinated capacity across jurisdictions for laboratory diagnostic testing, with a focus on antiviral, immunization and surveillance issues, will help to ensure the more timely identification of new or emerging viruses, allowing a pandemic virus to be more quickly isolated so that vaccines and more effective treatment options can be developed, thus reducing illness and death in the event of an avian influenza outbreak or human pandemic.	Work performed by the Canadian Public Health Laboratory Network through its Pandemic Influenza Laboratory Preparedness Network included: • Consultations with Pandemic Influenza Committee working groups (antiviral, surveillance, vaccine efficacy, public health measures, and clinical care) to plan laboratory support in terms of diagnostic testing during a pandemic; • Developed components of the Laboratory Annex (Annex C) of the Canadian Pandemic Influenza Plan as well as operationalized details within the Pandemic Business Continuity Plan for laboratories; • Developed Severe Respiratory Infection Requisition Sheet (for triaging of specimens); • Defined Laboratory Specimen Rejection Criteria (for triaging of specimens); • Published a technical paper on use of Point of Care  (POC) testing (to provide guidance on POC testing kits); • Established the Minimum Laboratory Diagnostic Requirements to create a minimum standard of technical requirements for influenza diagnostic testing; and • Surveyed laboratory diagnostic capability and capacity to gauge preparedness of Canadian public health labs for diagnostic testing capability, capacity, and understanding of their roles during a pandemic.
	Disease Prevention and Control	k. Influenza research network	ongoing	$7.1 M	$3.8 M	Improved decision-making respecting pandemic preparedness, control and treatment through systematic identification of research priorities along with mechanisms to rapidly generate research findings and promote access to and utilization of new knowledge through effective translation strategies.	Advanced the establishment of national public health research priorities in partnership with the Canadian Association for Immunization Research and Evaluation (CAIRE) and other research partners: No progress made in fiscal year 2007-08 Improved decision-making respecting pandemic preparedness, control and treatment through systematic identification of research priorities: • Led a consultation with CIHR, Canadian Food Inspection Agency and HC that built on the 2005 Influenza Research Priorities Workshop to develop a multi-year, priority-driven research agenda; and • Concluded agreement to invest $5.5 M in research in collaboration with CIHR in key research areas of vaccine and antiviral use, prevention of influenza transmission, and fostering compliance with public health control measures. Developed the Influenza Research Network: • Launched Request for Applications for the Establishment of an Influenza Research Network; and • Reached agreement with CIHR to invest $10.8 M over 3 years in the Influenza Research Network starting fiscal year 2009-10. Improved decision-making by promoting access to and utilization of new knowledge results translation initiatives: • Initiated planning process for first Annual Meeting of Researchers and End-Users of Research Findings. (Scheduled for November, 2008); and • Initiated with HC planning for the first First Nations, Inuit and Métis Health Research Meeting planned for fiscal year 2008-09.
	Disease Prevention and Control	l. Pandemic influenza risk assessment & modelling	ongoing	$0.7 M	$0.4 M	An improved federal capacity for mathematical modelling, statistical analysis, and operations research on pandemic influenza issues will allow a better understanding of the spread of influenza and the effect of epidemics or pandemics on Canadians, allowing timelier and evidence-based decision making on public health responses. This will help reduce the extent of illness or death in the event of an avian influenza outbreak or human pandemic.	Work to improve federal capacity for mathematical modelling, statistical analysis, and operations research on pandemic influenza issues: • Augmented the modeling team with a senior mathematician and additional graduate students with specializations in spatial statistics/mathematical modeling;  • Continued and expanded the Synchrony, Waves & Spatial Spread of Influenza in Canada project; • Developed models and methods based to address emerging issues will focus on vaccination strategies, societal and economic impacts, cost/benefit analyses and disease burden impacts; • Augmented capacity for real-time modelling for pandemic events; • Strengthened the national modeling and analysis research network with international linkages (i.e., WHO and CDC) on topics of evidence-based decision-making and results translation; • Published several scientific reports in peer-reviewed international journals on the use of mathematical modeling to evaluate intervention effectiveness; • Conducted international workshops on operational research in public health as it applied to the prevention and control of pandemic influenza; • Conducted, in collaboration with academic partners, multiple training sessions on the use of modelling in public health, including one at the US CDC; and • Produced in-house publications on modeling and on analysis of transmission patterns and disease trends, evaluations of control effectiveness, risk assessments of potential emerging drug-resistant strains and their transmission patterns, and on operations research.
	Disease Prevention and Control	m. Performance and evaluation	ongoing	$0.6 M	$0.4 M	Collection of relevant information to effectively measure the design, management, implementation, and impact of the Pandemic Influenza Strategy. Future evaluation activities and outcomes will contribute to decision making that reflects best practices and ensures value for money, thereby ensuring that avian and pandemic influenza preparedness measures are providing Canadians with the protection they need and reinforcing public confidence in Canada's public health system.	Prepared for the development and implementation of systems to collect relevant information for evaluation: • Established an inter-departmental evaluation working group; • Drafted the Evaluation Framework, the Performance Measurement Framework, and the Evaluation Plan; and • Completed a viability study for technology-based data management systems.
	Disease Prevention and Control	n. Pandemic influenza risk communications Strategy	ongoing	$1.8 M	$2.0 M	Accurate and timely information in the event of a pandemic, along with enhanced networks and tools for dissemination, will provide Canadians with the protection they need, and support the federal government's leadership role, credibility, and authority with citizens and partner organizations, thereby helping to reinforce public confidence in Canada's public health system, before, during, and after a pandemic situation.	Continued to advance the Agency's risk communications strategy to ensure consistent and accurate messaging on pandemic preparedness in response to Canadians and stakeholders: • Conducted a national follow-up survey on Canadians’ attitudes and awareness levels about pandemic influenza; • Completed a deliberative dialogue process with citizens and stakeholders on the use of antivirals for prevention during an influenza pandemic as part of a larger F/P/T process to develop national recommendations on this issue; • Initiated the development of an F/P/T communications operational plan to facilitate coordinated communications among jurisdictions during an influenza pandemic or comparable public health emergency; • Advanced the development of a public guide for preparing for seasonal and pandemic influenza; • Developed and focus-group tested ad concepts for television, radio, print and Internet to be used during an influenza pandemic; • Established a national direct mail strategy and purchased the paper for distributing information to every household in Canada within 48 hours in the event of a pandemic or comparable public health emergency; • Developed a pan-Canadian social marketing framework for pandemic influenza in cooperation with F/P/T counterparts; • Initiated the development of a strategy to implement a Geospatial Information System mapping tool for the website that will make a range of information available to Canadians, health professionals and other stakeholders during an influenza pandemic or comparable public health emergency; • Developed a comprehensive media relations plan and a media relations table top exercise with F/P/T partners to test readiness for an influenza pandemic; and • Advanced work with international stakeholders, including the Global Health Security Action Group, the Security Prosperity Partnership, and the WHO, that included common message development and communications planning.
	Disease Prevention and Control	o. Skilled national public health workforce	ongoing	$4.3 M	$2.0 M	A strengthened public health workforce in both competencies and numbers, both within the Agency and elsewhere in Canada's public health system (e.g. F/P/T and local public health offices), with a focus on professional development to address key P/T and local gaps in the planning, surveillance and management of diseases, risks to health and emergencies, which will result in more timely detection and effective management of a range of disease outbreaks, including those related to avian or pandemic influenza, reducing the extent of illness and death in the event of a pandemic.	Established the Canadian Public Health Service (CPHS) to address public health gaps in Canada in order to have effective planning and preparedness for a pandemic.  Gaps were addressed through the placement and continuous training and development of Public Health Officers (PHO): • Held consultations in all provinces and territories to develop and establish the  CPHS; • Developed CPHS promotion material including a web site through which proposals for PHO placement sites could be received; • Established an Advisory Working Group to assist in the evaluation of placement site proposals; • Established a link with several the Agency recruitment programs to support upcoming CPHS hiring requirements; • Provided input and support to select the Agency training initiatives related to pandemic planning and other public health preparedness and response initiatives that could link with the planned PHO training in 2009; • Established linkages to existing recruitment and placement initiatives to hire the 24 planned PHOs that resulted in 1 PHO placement and initiation of 5 others; and • Developed protocols and piloted communication with universities to place graduate students in remote locations across Canada.  This led to 5 placements.
2. HC		a. Regulatory activities related to Pandemic Influenza Vaccine	Ongoing (Ongoing status effective starting FY 2010-11 w/ $1.2 M)	$1.4 M	$1.1 M	By end of 2007-08 new laboratory tests and assays will be implemented for the evaluation of pandemic influenza vaccine, permitting more rapid access to a vaccine against the new pandemic strain of a virus. By the end of 2007-08 HPFB will have addressed any gaps identified during the WHO assessment visit of National Regulatory Authority for vaccines completed in January 2007 [WHO is conducting an assessment in order to pre-qualify vaccines which will be purchased by UN agencies.] WHO has discussed a separate pandemic pre-qualification as part of the international initiative on regulatory preparedness. Interim orders for regulations will have been developed for a variety of scenarios. These orders will be ready for implementation when needed upon the declaration of a pandemic	• Methods for testing vaccine lots have been vastly improved in collaboration with the WHO. This has ensured higher standards of safety and efficacy of the pandemic vaccines. • A formal agreement with the Agency has been established in order to improve post market vaccine surveillance for adverse reactions. This will provide an enhanced ability to take quick actions regarding product warning and public advisories. • Collaborated with WHO in the pre-qualification assessment of a Canadian company for WHO supply of a vaccine. • Mechanisms for rapid and bulk release of pandemic vaccines have been developed down to the operational level of appropriate interim orders. Progress on the drafting of interim orders is continuing.
		b. Resources for review and approval of antiviral drug submissions for treatment of pandemic influenza	Ongoing (Ongoing status effective starting FY 2010-11 w/ $0.2 M)	$0.3 M	$0.2 M	HC will develop an "accelerated review process" based on the current review process models and will apply this new process for reviewing the influenza drug submissions. This accelerated review process will be posted on our regular channels of communication, including on the Web, as a guidance document to the Industry. The reviewers will be trained on the aspects of the "accelerated review".	• Draft version of “Expedited Pandemic Influenza Drug Review” (EPIDR) protocol has been completed. Internal consultations and issue analysis are continuing prior to external stakeholder consultations. • In collaboration with the Agency, a mechanism for analysis of shelf-life of the antiviral stockpile such as Tamiflu and extension of expiry date is being developed. This has improved stockpile management overall. • Provided comments on various pandemic preparedness documents. • Attended various technical conferences to gather intelligence.
		c. Establishment of a crisis risk management unit for monitoring and post market assessment of therapeutic products	Ongoing (Ongoing status effective starting FY 2010-11 w/ $0.3 M)	$0.3 M	$0.3 M	Emergency preparedness plans specific to pandemic influenza will be put into place for dealing with staff shortages and lack of trained personnel for pharmacovigilance and product vigilance. Strategies will be developed for expedited surveillance, assessment and risk communication for antivirals and other relevant health products. Recruitment and cross training of existing staff will provide for a limited incremental increase to risk surveillance/assessment/management capacity to deal with anti-viral adverse reaction information. Communication links with federal, provincial/territorial and other stakeholders will be established.	• Draft Pandemic Annex to the Business Continuity Plan for Marketed Health Products Directorate (MHPD) at HC has been developed. • Table top exercise of Pandemic Annex was conducted in December 2007. • Work by MHPD Pandemic Planning Working Group to further develop the Pandemic Annex is ongoing. • Draft Standard Operating Procedures (SOPs) have been developed for expedited receipt, processing, and analysis of Adverse Reaction (AR) reports for antiviral drugs and other health products that will be used for the prevention or treatment of a pandemic strain of influenza. • Processes for risk communication of antiviral safety information have not yet been formalized, but the key stakeholders have been identified and this will be undertaken in 2008-09. • Crisis Management Unit was staffed with one dedicated FTE (MOF 02) in January 2008.  Work has been ongoing to staff currently available positions (non-pandemic specific) within MHPD, so as to build a resource base that will allow for surge capacity and cross training where applicable. • Linkages with key federal, provincial/territorial and other stakeholders have been established via the Antiviral Implementation Strategy Working Group, under the aegis of the Agency.  MHPD has presented to stakeholders and provided informational materials on how to report ARs for pandemic related products • Further work is underway to increase communication with these key stakeholders.
		d. FN/I Surge Capacity	$1.48 M (2007-08 to 2009-10)	$0.7 M	$0.7 M	Development and delivery of an effective and appropriate training package for FN/I communities will allow them to build an increased capacity to respond to avian influenza or a human pandemic with the health care workers already in those communities, helping to ensure a more rapid identification of and immediate response to any outbreaks, and thus reducing illness and death in the event of a pandemic.	• Pandemic planning presentations were delivered in all Regions at the community level. Nurses, CHR, home and community care nurses and workers along with Tribal council members attended the pandemic planning presentations. • Each Region conducted an informal needs analysis for education and training gaps. • All Regions have developed or adapted pandemic influenza educational materials such as posters for health centres and nursing stations, self-care booklets, infection control posters, hand washing posters, pandemic preparedness checklists and manuals on how to develop and write pandemic plans.
		e. Strengthening Federal Public Health capacity	Ongoing	$0.7 M	$0.7 M	Enhanced capacity to deal with outbreaks/emergencies in FN/I communities, along with strengthened links to other public health and emergency preparedness actors, will allow a more timely response to avian/pandemic influenza outbreaks in these communities, thus reducing illness and death in the event of a pandemic.	• Developed strong collaborative relationships at all levels with key partners and stakeholders including the AFN and Inuit Tapiriit Kanatami (ITK), as well as other government departments and agencies (INAC, PSC and the Agency) to ensure integration, seamless response, and interoperability to public health emergencies. • Formalized Health Emergency Management agreements, processes and systems inclusive of FN/I interests have been reached or fully implemented in several jurisdictions. • Collaborated with the Agency’s National Office for Health Emergency Response Teams to ensure a coordinated response to health emergencies. • Collaborated with the Agency and discussed creating a pilot project for Flu-watch.
		f. First Nations & Inuit emergency preparedness, planning, training and integration	ongoing	$0.4 M	$0.4 M	Completed, tested, and maintained pandemic influenza preparedness plans in all FN/I communities, along with established emergency management communication pathways among local communities and health authorities, regional, provincial and national partners and stronger linkages with federal efforts will ensure a more effective response in the event of an outbreak in an FN/I community, and thus contribute to reduced illness and death in the event of a pandemic.	• Approximately 400 FN/I communities have developed a pandemic plan. Nearly half of these have been table-top tested. • Ongoing collaboration and coordination with the provinces, other federal departments, local public health authorities, and regional and national Aboriginal organizations to ensure that FN/I considerations are taken into account in preparing for and responding to a public health emergency. • Continued work between the Agency, HC's First Nations and Inuit Health Branch and the Assembly of First Nations (AFN) to develop pandemic preparedness and responses, with activities categorized to align with the Canadian Pandemic Influenza Plan.
		g. Public health on passenger conveyances	ongoing	$0.1 M	$0.4 M	A trained and prepared cadre of EHOs and other partners at points of entry will help to ensure more timely detection, identification and remediation of avian or pandemic influenza as public health threats onboard conveyances or at ancillary service sites, thereby helping to reduce illness or death in the event of a pandemic. These measures also help improve Canada's compliance with the International Health Regulations, although some gaps will still be present.	• Designated Environmental Health Officers (EHOs) under the Quarantine Act doubled in the second year of Pandemic funding; • Developed training materials. Delivered basic and enhanced training to all designated EHOs; • Developed and engaged in ongoing planning and protocol improvements for HC EHOs and other qualified resources; • Created active partnership with the  Agency’s Quarantine Program in place to provide a cohesive response capacity; • Established contacts and agreements with other federal departments, jurisdictions and stakeholders (this in progress); and • Participated on or lead working groups on preparedness.
3. CIHR	Pandemic Preparedness Strategic Research Initiative	a. Influenza research priorities	$21.5 M (2006-07 to 2010-11)	$2.5 M	$2.1 M	Review and fund second round of research projects.	• Peer reviewed a total of three funding opportunities, including two team grant funding opportunities, one operating grant funding opportunity and one catalyst funding opportunity. A total of 15 grants were approved and funded.
						Launch additional request for research proposals, if needed.	• Worked with collaborators and partners to develop and launch four new targeted funding opportunities focused on public health and outbreak research.
						Hold first meeting of funded researchers and stakeholders to facilitate networking and consultation.	• Constituted the organizing committee and began planning the first annual meeting to be held on November 6-8, 2008.
4. CFIA		a. Animal Vaccine Bank	ongoing	$0.5 M	$1.0 M	Preparedness for the possible use of poultry vaccination as a disease control tool during an avian influenza outbreak in order to control avian influenza in animals and prevent its spread to humans.	• Established a Canadian avian influenza vaccine bank of 10 million doses of both H5 and H7 subtypes:     • 5 million doses of H5N3 subtype killed virus;     • 5 million doses of H7 subtype killed virus: H7N2 and H7N3 • Discussions took place with USDA concerning mechanisms to access additional supplies of Avian Influenza (AI) vaccine if needed as one of the Security Prosperity and Partnership initiatives. • Discussions started on what to do with existing vaccine bank supplies prior to current expiry date of July 2009.
		b. Access to Antivirals	ongoing	$0.1 M	$0.2 M	Development of protocols and strategies to provide access to antivirals to enhance the Government of Canada's flexibility to support the initial containment of a potential avian influenza outbreak and provide appropriate protection to federal employees. This would ensure a more timely and effective response to an avian influenza situation and better protection of Canadians.	• Completed protocols to acquire, access and implement use of antivirals. Additional supplies of antivirals to be purchased annually to add to the existing bank.
		c. Specialized Equipment	$33.7 M (2006-07 to 2008-09)	$8.2 M	$1.2 M	Investments to provide ready access to specialized supplies and equipment to enhance capacity and allow a more timely and effective response to possible avian influenza outbreaks, containing the spread and contributing to better protection of Canadians.	• Completed the acquisition of Mobile Telecommunications Vehicles for each of the areas which would allow for on-site coordination in the event of an emergency. The vehicles are being deployed. • The national stockpile inventory continues to be maintained and augmented as necessary. This stockpile gives ready-access to necessary equipment and supplies within hours of a declared emergency. • Four Modified Atmospheric Chambers, for the humane destruction of infected poultry, have been constructed and delivered. • Specifications were developed for emergency response equipment trailers.  A prototype has been purchased and is being evaluated.   • A transportable gasifier (mobile incinerator) prototype was developed with collaboration of US Department of Homeland Security and USDA – EPA. The testing of the prototype was done in North Carolina and proof of concept testing results are being analysed.
		d. Laboratory Surge Capacity and Capability	ongoing	$9.7 M	$6.8 M	Development of increased and better linked and coordinated capacity across jurisdictions for laboratory diagnostic testing to help ensure the detection of AI as early as possible.	• Good progress has been made in implementing the Canadian Animal Health Surveillance Network.  Training has been carried out.  Laboratories have been equipped.  Progress has been made in implementing QA systems and in retrofitting the network labs to meet containment standards.
		e. Field Surge Capacity	ongoing	$1.2 M	$3.8 M	Development of a viable response plan for urgent needs to increase HR capacity to respond to emergency animal disease and emergency response situations.	• Operations Branch Management Services worked on the development of a human resources skills inventory.  In the event of an emergency, there will be one centralized information source to identify appropriately trained individuals to respond to the event. • Operations Branch Management Services also worked with the Canadian Veterinary Medical Association on the development of the Canadian Veterinary Reserve to increase specialized capacity in the event of a large scale emergency. • Retired CFIA staff have been identified to return to active duty during an emergency disease outbreak as required.
		f. National Veterinary Reserve	ongoing	$2.7 M	$0.6 M	Establishment of a reserve of professional veterinarians to enhance domestic and international surge capacity, expertise and rapid response capability for animal disease control efforts.	• A Canadian Veterinary Reserve was established in partnership with the Canadian Veterinary Medial Association to increase specialized capacity in the event of a large scale emergency. A total of 340 applications were received and 140 reservists have received initial training.  It is anticipated that an additional 130 reservists will be trained within 2008-09.
		g. Enhanced Enforcement Measures	ongoing	$1.5 M	$2.1 M	Increased capacity to support enhanced screening procedures for live birds or poultry products at Canada's ports of entry to mitigate the risk of future avian influenza outbreaks in Canada.	• An ongoing border lookout, within the CBSA system, for products that could vector AI from countries known to have the disease, has been implemented.
		h. Avian Biosecurity on Farms	ongoing	$6.8 M	$1.9 M	Implementation of the National Avian Biosecurity Strategy (NABS) including on-farm biosecurity standards, flock management, governance, and stakeholder engagement to mitigate the introduction or spread of avian influenza and build a foundation for a sustainable industry that minimizes economic and production losses	• Ongoing work by the Avian Biosecurity Advisory Council (ABAC) comprised of the Office of Animal Biosecurity (AOB) and stakeholder representatives to draft avian on-farm biosecurity standards. • Ongoing communication and outreach activities to engage stakeholders. • Projects funded under Avian Biosecurity Technology Development Fund (ABTDF). • Information sessions held in British Columbia, Ontario and Nova Scotia to provide information to small flock owners about how to protect the health of their birds. • Produced animated video outlining “Bird Health Basics” for small flock owners. • Produced 2008 calendar, which included monthly tips on biosecurity and disease prevention for small flock owners.
		i. Real Property Requirements	$4.04 M (2006-07 to 2007-08)	$1.4 M	$2.9 M	Investment in real property and accommodation to support efficient work environments and locations to support the CFIA's action plan for AI.	• Investments were made in the fit-up of leased accommodations to support the delivery of AI programs.
		j. Domestic and Wildlife Surveillance Program	ongoing	$3.1 M	$3.9 M	Development of a better integrated Canadian surveillance system, supported by a robust systems platform and the analysis and interpretation of the data collected to allow more timely identification of potential outbreaks, and more timely response to avian influenza situations.	• Wild bird surveillance continued which identified a number of low pathogenicity North American strains of avian influenza. • The 2008-2009 wild bird survey was developed and is underway. • The work to establish a notifiable avian influenza surveillance program continued with anticipated implementation in 2008-09.
		k. Field Training	ongoing	$2.0 M	$1.0 M	Investment in development and delivery of an effective and appropriate training package that will contribute to a skilled and experienced workforce ready to respond to an AI outbreak.	• Three National Training Initiatives are underway: Competency development for Biocontainment Officers - individuals who will provide oversight and process control required to contain the spread of disease during an outbreak; General Biocontainment training – safety and containment training for all CFIA responders allowing them to enter, work on and exit infected premises; and Infection control and basics of disinfection modules – on line training modules designed for all CFIA program staff for use during routine and outbreak work. • Produced Border Services training video to help officers detect potentially harmful products entering the country.
		l. AI Enhanced Management Capacity	ongoing	$1.0 M	$3.4 M	Investment in infrastructure, tools, enhanced emergency management informatics systems and staff training to increase the Agency's capacity to track, monitor and respond to outbreaks; and help provide emergency response teams with the ability to quickly deploy the necessary equipment and resources and to establish a local command centre.	• Mobile Telecom Vehicles (MTVs) were purchased and equipped with the necessary communication tools to enable response teams to set up quickly in the event of an emergency.  • Training manuals and procedures for the use of the MTV's and associated equipment have been drafted to ensure that responders can quickly and efficiently mobilize the units and establish a command centre in the event of an outbreak.  • Incident Command System (ICS) training was conducted in support of consistent communication and management in the event of an emergency.
		m. Updated Emergency Response Plans	ongoing	$2.5 M	$1.6 M	Update of the comprehensive emergency response plans to strengthened capacity and achieve the desired state of readiness as rapidly as possible. This will allow CFIA to provide more effective leadership and support the provinces and territories and promote an integrated, collaborative response to possible avian influenza issues or outbreaks. Strengthened capacity for the Agency in F/P/T liaison, policy analysis and executive briefing will allow for more timely identification of issues and responsive decision making in a changing environment.	• The Notifiable Avian Influenza Hazard Specific Plan was updated and published on the CFIA website. Work continues to update the plan consistent with the available scientific knowledge.  • Several exercises were conducted at the field/regional levels to test plans and procedures, along with a national exercise with provincial/territorial and industry partners to clarify roles and communication mechanisms.  • The Animal Health Functional Plan was reviewed to ensure consistency with the outdated Foreign Animal Disease Manual of Procedures.  • Work to finalize the two outstanding Foreign Animal Disease Emergency Support agreements continued.
		n. Risk Assessment and Modelling	ongoing	$2.7 M	$1.1 M	Investment in an improved federal capacity for mathematical modelling, statistical analysis, and operations research on avian influenza issues will allow a better understanding of the spread of influenza and the effectiveness of disease control measures. These investments will allow more timely and evidence-based decision making on avian influenza responses, thus helping to reducing the risk of transmission to humans and mitigating economic and production losses.	• Risk assessment, science advice and modelling capacities for AI have all been strengthened.  • A paper was prepared examining illegal bird imports as a possible route of infection for H5N1 into Canada.
		o. AI Research	ongoing	$1.7 M	$1.6 M	Investment in an improved federal capacity for mathematical modelling, statistical analysis, and operations research on avian influenza issues will allow a better understanding of the spread of influenza and the effectiveness of disease control measures. These investments will allow more timely and evidence-based decision making on avian influenza responses, thus helping to reducing the risk of transmission to humans and mitigating economic and production losses.	• A research project was commissioned with the University of Guelph on the Humane Euthanasia of the birds in an event of AI outbreak. The research project was designed to test the use of various gas mixtures on different species of birds. A report will be produced on best possible combinations and times to euthanize the birds. • A databank of Highly Pathogenic Avian Influenza outbreak scenarios using the current model was developed for Canada (Ontario). Data collection on interaction among farms, poultry and wild birds is still taking place. The data is to be used for the development of a method for modelling the contact structure among farms and to improve the existing mathematical model for AI. Work on applicability to other regions continues.
		p. Strengthened Economic and Regulatory Framework	ongoing	$1.2 M	$0 M	Strengthened capacity for increased regulatory review including analysis of current legislative/regulatory framework, capacity to address regulatory developments and economic options associated with Avian Influenza outbreaks, and consult with stakeholders, provinces and territories. Increased regulatory review capacity will also support stronger leadership and coordination on Avian Influenza issues across government, provinces and territories, industry and internationally.	• Work to write regulations associated with a Control Area Declaration caused by an animal disease emergency continued.
		q. Performance and Evaluation	ongoing	$1.1 M	$1.4 M	Evaluation of activities and outcomes will allow future decision making that reflects best practices and ensures value for money, thereby ensuring that avian and pandemic influenza preparedness measures are providing Canadians with the protection they need and reinforcing public confidence in Canada's food inspection system.	• Funding was used to hire new personnel in the Evaluation and Risk Oversight directorates. The development of the corporate risk profile integrating the management of AI resulted from this hiring. These additional personnel were also mandated to support the internal coordination for the AI projects as well as support the research and writing of various reports. • An evaluation of the “Be Aware and Declare!” campaign was conducted. It confirmed that participants understood intended messages. Further work is needed to help Canadians understand importation rules.
		r. Risk Communications	ongoing	$2.9 M	$2.4 M	A risk communication and public education strategy focussed on AI prevention and preparedness, which engages stakeholders and P/T governments and informs and reassures Canadians, will support the federal government's leadership role, credibility, and authority. It will help to reinforce public confidence in Canada's inspection systems, before, during, and after an avian influenza situation.	• CFIA in partnership with CBSA delivered an advertising and outreach campaign, which included: television, print and online advertisements; posters and the distribution of brochures. CFIA also participated in four exhibit events.
		s. International Collaboration	ongoing	$1.8 M	$2.4 M	Contribution to the global effort to slow the progression of avian influenza in support of Canada's leadership role and international commitments designed to slow the progression of avian influenza.	• Participated in a number of international fora to provide expertise and assistance in developing AI response plans for other countries as well as conferences where international strategies to control AI were discussed.
Total			ongoing	$207.9 M	$148.2 M
Comments on Variances: The Agency $12.5 million for the contribution to the National Antivirals Stockpile was reprofiled to 2008-09. $6.5 million was reprofiled for the Winnipeg Laboratory and Space Optimization due to delays in negotiating the purchase of the Ward Laboratory with officials from the Government of Manitoba. The Agency was not able to complete negotiations with a domestic manufacturer to support expanded vaccine production capacity and production of clinical trials of a mock pandemic vaccine. Negotiations with the manufacturer are on-going. Surplus funding from this component was used primarily to increase the surge capacity of antivirals in the National emergency Stockpile System (NESS) to 12 million doses and to enhance activities related to risk communications and strengthening the public health laboratory network. There are significant challenges in ramping up human resources capacity which has impeded the Agency’s ability to advance many of the program components for this initiative. CFIA An amount of $2.0 million was  transferred to Western Economic Diversification Canada for the International Vaccine Centre's (InterVac) Biosafety Level III Containment Facility in Saskatoon
Contact Information: Dr. Arlene King (613) 948-7929

 

DPR Horizontal Initiative
Name of Horizontal Initiative: Canadian HIV Vaccine Initiative
Name of Lead Department: Public Health Agency of Canada			Lead Department Program Activity: Disease Prevention and Control
Start Date of the Horizontal Initiative: February 2007			End Date of the Horizontal Initiative: March 2013
Total Federal Funding Allocation (start to end date): $111 million
Description of the Horizontal Initiative: The Canadian HIV Vaccine Initiative (CHVI), Canada’s contribution to the Global HIV Vaccine Enterprise, is a collaborative undertaking between the Government of Canada and the Bill & Melinda Gates Foundation to contribute to the global effort to develop a safe, effective, affordable and globally accessible HIV vaccine. This collaboration builds on the Government of Canada’s commitment to a comprehensive, long-term approach to address prevention technologies. Participating federal departments and agencies are the Public Health Agency of Canada, Industry Canada, Health Canada, the Canadian Institutes of Health Research, and the Canadian International Development Agency. The CHVI’s overall objectives are to: strengthen HIV vaccine discovery and social research capacity; strengthen clinical trial capacity and networks, particularly in low and middle income countries (LMICs); increase pilot scale manufacturing capacity for HIV vaccine clinical trial lots; strengthen policy and regulatory approaches for HIV vaccines and promote the community and social aspects of HIV vaccine research and delivery; and ensure horizontal collaboration within the CHVI and with domestic and international stakeholders.
Shared Outcome(s): Immediate (Short Term 1 - 3 years) Outcomes: Increased and improved collaboration and networking; Enhanced knowledge base; and Increased readiness and  capacity in Canada and LMICs Intermediate Outcomes: Pilot Scale vaccines clinical trial lot manufacturing is fully operational and globally accessible; Strengthened contribution to global efforts to accelerate the development of safe effective, affordable, and globally accessible HIV vaccines Long Term Outcomes: The Canadian HIV Vaccine Initiative contributes to the global efforts to reduce the spread of HIV/AIDS particularly in LMICs.
Governance Structure(s): The Minister of Health, in consultation with the Ministers of Industry and of International Cooperation, will be the lead Minister for the CHVI for the purposes of overall coordination. Communications for the CHVI will be handled jointly. In support of the Ministers, coordination for the Government of Canada will be provided by an Interdepartmental Steering Committee consisting of representatives from the participating federal departments and agencies. The Interdepartmental Steering Committee will be responsible for providing strategic directions and priorities and reviewing progress. Multi-stakeholder advisory committees and working groups, involving governments, the private sector, international stakeholders, people living with HIV/AIDS, researchers and NGOs and other relevant stakeholders, will be established to inform the CHVI. The role of participating departments and agencies involved in the CHVI are:  The Public Health Agency of Canada contributes its public health scientific, policy and program expertise and provides secretariat support for the CHVI.  Health Canada applies its wider range of expertise, including vaccine related policy, regulations and protocols; facilitate collaborative networks of specialists with a particular focus on the community and social dimensions of vaccine research, development and delivery; and enhance international collaborations.  Canadian Institutes of Health Research provides scientific leadership and strategic guidance through its linkages to the Canadian research community, as well as brings critical expertise in peer review mechanisms and related professional support services to identify and fund eligible HIV vaccines projects.  Industry Canada applies its industry specific knowledge and experience to provide linkages to the Canadian and International vaccine industry, as well as assist with industry-related issues, including the appropriate engagement of potential private sector collaborators.  Canadian International Development Agency provides effective linkages to international development efforts and ensures consistency with Canada’s international commitments. Moreover, CIDA will provide strategic guidance to ensure that the goals of the CHVI promote the development and delivery of HIV vaccines that benefit the needs of the highly endemic HIV/AIDS countries in the developing world.
Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end)	Planned Spending for 2007-08	Actual Spending for 2007-08	Expected Results for 2007-08	Results Achieved in 2007-08
1. PHAC	Disease Prevention and Control	Public Health Contributions Program	$27 M	$0.9 M	$0.7 M	• Planning, coordination and communications strategy and tools • Joint consultation on pilot scale HIV vaccine manufacturing facility for clinical trial lots (with CIDA, IC and Gates Foundation) and on Policy Development and Community funding program (with Health Canada)	• CHVI interdepartmental steering committee operational. • CHVI website developed and launched. • Stakeholder consultations completed on manufacturing facility (web-based) and on Policy Development and Community Engagement Fund (face to face)
2. HC	Program Activity 1.3 International Health Affairs	Grants to eligible non-profit international organizations in support of their projects or programs on health	$1 M	$0.2 M	$0.2 M	• Provide grants to Canadian and  international organizations involved in HIV vaccines policy development • Joint consultation on Policy Development and Community funding program (with PHAC)	• Two projects implemented focussing on legal ethical and human rights frameworks and good participatory practices for community involvement in HIV vaccines research • Stakeholder consultations completed on Policy Development and Community Engagement Fund
3. IC	Strategic outcome: innovative economy.  Program Activity: Industry Sector - Science and Technology and Innovation	N/A	$13 M	$0	$0	• Joint consultation on pilot scale HIV vaccine manufacturing facility for clinical trial lots (with CIDA, PHAC and Gates Foundation)	• Stakeholder consultations completed on manufacturing facility
4. CIDA	Program Activity 1.4, Institutions - Enhanced capacity and effectiveness of Multilateral institutions and Canadian/ International organizations in achieving development goals	International Development Assistance Program	$60 M	$0	$0	• Joint consultation on pilot scale HIV vaccine manufacturing facility for clinical trial lots (with PHAC, IC and Gates Foundation), on Discovery and Social Research (with CIHR) and on Clinical Trial • Capacity Building and Networks funding program.	• Stakeholder consultations completed on manufacturing facility, discovery and social research and Clinical Trial Capacity Building and Networks funding program
5. CIHR	HIV/AIDS Research Initiative - Program Activity Architecture	HIV/AIDS Research Initiative	$10 M	$0.5 M	$0.1 M	• Joint consultation Discovery and Social Research (with CIDA).	• Stakeholder consultations completed on discovery and social research
Total			$111 M	$1.6 M	$1.0 M
Comments on Variance: N/A
Results to be Achieved by Non-federal Partners: Results to be achieved by Non-Federal Partners) Non-governmental stakeholders (including research institutions and not-for-profit community organizations) are integral to the success of the CHVI. Their role is to engage and collaborate with participating departments and agencies, the Gates Foundation and other funders to contribute to CHVI objectives and to a significant Canadian contribution towards the Global HIV Vaccine Enterprise.
Contact Information: Steven Sternthal.  Tel: (613) 952-5120

Public Works and Government Services Canada

Table 11: Horizontal Initiatives

1. Name of Horizontal Initiative: Sydney Tar Ponds and Coke Ovens Remediation Project
2. Name of Lead Department(s): PWGSC			3. Lead Department Program Activity: Office of Greening Government Operations Services
4. Start Date of the Horizontal Initiative: May 12, 2004			5. End Date of the Horizontal Initiative: 2014
6. Total Federal Funding Allocation (start to end date): Up to $280 million (+ $120 million Province of Nova Scotia’s share = total project funding of $400 million).
7. Description of the Horizontal Initiative (including funding agreement): Federal –Provincial Cost Share to remediate the Sydney Tar Ponds and Coke Ovens sites situated on federally and provincially owned lands in the heart of Sydney, Nova Scotia. These sites were contaminated as a result of a century of manufacturing steel. The project is in support of the federal governments' sustainable development initiative, recognizing the environmental, social and economic dimensions of the Sydney area. The project will have long term benefits for all Canadians. When remediation is complete, Nova Scotia will take ownership of the lands. Any remaining contaminants will be managed and monitored by the Province of Nova Scotia in accordance with the Memorandum of Agreement. The provincial agency’s website can be found at: http://www.tarpondscleanup.ca. The website for the Canadian Environmental Assessment Agency is: http://www.ceaa-acee.gc.ca/050/viewer_e.cfm?cear_id=8989#Documents
8. Shared Outcome(s) The project will result in environmental, economic, and social benefits for Nova Scotians, First Nations Communities and all Canadians. Downtown Sydney will have new land to be developed, which will aid in rejuvenation of the economically depressed area.
9. Governance Structure(s) Memorandum to Cabinet dated April 2004 defined Public Works and Government Services Canada (PWGSC) as the federal lead for the project. Memorandum of Agreement (MOA) between the Province of Nova Scotia and Government of Canada was signed on May 12, 2004. The Interim Cost Share Agreement with the province, signed on October 20, 2004, provided for interim governance and funding and for undertaking preventative works and preliminary works as set out in the MOA. The Sydney Tar Ponds Agency was set up by the province to manage and implement the project. Its operating charter was established on August 18, 2004. An Independent Engineer was jointly appointed in October 2005, to monitor and confirm the engineering and financial integrity of the project as work progresses. A Project Management Committee which includes senior representatives from both the federal and provincial governments oversees all aspects of the project. A Protocol Agreement was established allowing for meaningful economic participation of First Nations communities. Set asides were established for competition among Canadian First nations businesses. Results-based Management and Accountability Framework and Risk-based Audit Frameworks were established. The Final Cost Share Agreement (FCSA) with the province was signed on September 27, 2007, incorporating Environmental Assessment panel recommendations, reaffirming funding commitments and further delineating the governance structure. The FCSA serves as the legal instrument to govern and fund the project to its completion in 2014.
10. Federal Partners	11. Federal Partner Program Activity	12. Names of Programs for Federal Partners	13. Total Allocation (2004-2014)	14. Actual Spending for 2007-2008	15. Planned Spending for 2008-2009
1. ENVIRONMENT CANADA	Provision of advice to PWGSC on technical issues, historical studies and scientific issues related to contaminated sites.	a. N/A	$7,640,000	$678,086	$619,742
2. HEALTH CANADA	Provision of advice to PWGSC on issues related to human health, technical issues and risk assessment.	a. N/A	$4,410,000	$515,396	$550,000
3. PWGSC PWGSC Operating: Cost Share Payment:	Federal lead	a. N/A	$25,870,000 $282,240,000	$1,845,565 $8,354,767	$2,928,000 $21,451,043
			Total $320,160,000	Total $11,393,814	Total $25,548,785
16. Expected Results for 2007-2008: Expert and technical advice; and Project management as lead department - PWGSC’s project team is ensuring the project is complying with the project agreements.
17. Results Achieved in 2007-2008: Completion of preliminary and preventative works.
18. Comments on Variances: N/A
19. Results to be Achieved by Non-federal Partners (if applicable): Nova Scotia's Sydney Tar Ponds Agency federal funding for cost shared expenditures in remediation work for fiscal year 2008-2009 is estimated at $21.5 million.
20. Contact Information: Randy Vallis, Director, Sydney Tar Ponds and Coke Ovens Remediation Project Brenda Powell, Chief Business Management, Sydney Tar Ponds and Coke Ovens Remediation Project

 

1. Name of Horizontal Initiative: Government of Canada Marketplace (GoCM)
2. Name of Lead Department(s): PWGSC			3. Lead Department Program Activity: Acquisition Services
4. Start Date of the Horizontal Initiative: December 2002			5. End Date of the Horizontal Initiative: March 31, 2008
6. Total Federal Funding Allocation (start to end date): $47.73 million
7. Description of the Horizontal Initiative (including funding agreement): The Government of Canada Marketplace (GoCM) is an electronic catalogue that enables departments and agencies to search for goods and services available through PWGSC standing offers and supply arrangements and to generate order forms for the selected goods and services. E-tools, such as the GoCM, support Government of Canada Procurement Renewal by automating and simplifying purchasing processes, facilitating standardized reporting on purchasing activities, and maintaining high levels of transparency and accountability.
8. Shared Outcome(s) The GoCM will contribute $127 million of savings. These anticipated and quantifiable benefits derive from the contribution of electronic tools to facilitate compliance with mandatory procurement instruments, process efficiencies due to automated business processes and facilitating lower prices through accurate and timely purchasing information needed to leverage the buying power across Government spending.
9. Governance Structure(s) PWGSC, in addition to being responsible for the development of the economic and business models to support this initiative, will conduct oversight for the various elements of the GoCM Service throughout its implementation and operational lifecycle. The GoCM Project addresses potential policy and legislative changes as opportunities arise for doing business in a different manner through the GoCM. This is done in collaboration with PWGSC legal and policy/program groups and TBS. The GoCM involves the following key committees and working groups: The Client Advisory Board (CAB) is a client-oriented working group with membership presently comprising of over 20departments and agencies
10. Federal Partners	11. Federal Partner Program Activity	12. Names of Programs for Federal Partners	13. Total Allocation (from start to end date)	14. Actual Spending for 2007-2008	15. Planned Spending for 2008-2009
1. PWGSC	Acquisition Services	GoCM	$ 13.63 million	$	$6.542 million
2. TBS funding	Acquisition Services	GoCM	$ 34.1 million	$ 9.685 million	$
			Total $ 47.73 million	Total $9.685 million	Total $6.542 million
16. Expected Results for 2007-2008 To become the Government of Canada’s primary source for information regarding standing offers and supply arrangements; and To have all mandatory standing offers and supply arrangements available through the GoCM.
17. Results Achieved in 2007-2008 Following the launch of the GoCM in December 2006, PWGSC undertook a series of client consultations with the objective of increasing user satisfaction and increasing uptake of the tool. Four hundred online surveys were completed and ten focus groups were conducted across Canada. These consultations indicated a number of areas where the GoCM could be improved. PWGSC identified the user interface, content, and training as areas of concentration for version 2.0 of the tool. Users were involved over the summer of 2007 to influence the development of the user interface of version 2.0. PWGSC worked with a content aggregator to enhance GoCM content resulting in an improved experience for users. In addition, the entire online training site was revamped to correspond to the new user interface. Feedback from users indicated that the new version represented a significant improvement over the original version. User registration increased over 60% in the three months following the release of version 2.0. As part of the business case for the GoCM, PWGSC committed to making the standing offers and supply arrangements (~2,400) supporting the ten mandatory commodities available through the tool. In an effort to make the tool as useful as possible to clients, PWGSC decided to load all agreements (~8,500) for both the mandatory and non-mandatory commodities. This action exceeded the commitment made by PWGSC regarding the GoCM. PWGSC was required to meet a series of commitments with respect to receiving project funding from Treasury Board for the GoCM. All commitments have been met and PWGSC has closed the GoCM project. As of April 1, 2008, the GoCM is being operated under normal PWGSC authorities. It was initially anticipated that some benefits from GoCM would be derived from compliance with mandatory procurement instruments, automated business process efficiencies and leveraging the buying power across Government spending via accurate and timely purchasing information. This expectation was based on assumptions that the system would have operability with financial systems of departments, require mandatory use of the system and receive support for a centralized approach. These assumptions were overtaken by recent trends within the federal community. Decisions on similar large Informatics Technology (IT) projects have moved the government towards a more decentralized, incremental approach to large IT projects to better manage risks and costs. In addition, recent legislation has expanded deputy minister accountabilities established by the accounting officer role, to include administrative functions like human resources and procurement. This approach runs counter to centralized regimes like the GoCM. In response to this, a more collaborative approach, based on optional take-up and new, easier to use and access purchasing instruments, is required to meet these new accounting officer expectations as well as the call for a service-oriented approach on behalf of client departments. To support the new strategy, review and consultation is underway to determine the most appropriate approach given this new context. Given this shift in direction, and that at this time the GoCM is a partial tool, providing departments with an electronic catalogue that is not linked with their financial systems, exact savings cannot be determined. Savings opportunities through the use of pre-competed sources of supply were still accessed through the use of this system with a potential savings rate of 7-8%.
18. Comments on Variances: N/A
19. Results to be Achieved by Non-federal Partners (if applicable): N/A
20. Contact Information: Ian Christie, Business Manager, Government of Canada Marketplace, Acquisitions Branch Liliane saint pierre, Assistant Deputy Minister, Acquisitions Branch

Royal Canadian Mounted Police

Table 8: Horizontal Initiatives

Integrated Border Enforcement Teams (IBETs)

Description: The RCMP has developed a border security strategy that is predicated on maximizing the use of intelligence, technology and human resources to target individuals and organizations exploiting gaps in the border environment.

Shared Outcome(s): Integrated Border Enforcement Teams (IBET) are recognized nationally and internationally as the most effective and efficient means of coordinating local, national and international law enforcement efforts to protect citizens of Canada and the United States from potential threats of terrorism and organized crime.

Governance Structure(s): The International Joint Management Team (IJMT) consists of one representative from Canada Services Agency, the RCMP, US Immigration and Customs Enforcement, US Customs and Border Protection/ Office of the Border Patrol, and the US Coast Guard.

The IJMT is responsible for the following:

• providing overall direction to the IBET program
• identifying common concerns, issues, challenges, and best practices within IBET regions
• providing guidance and direction to local Joint Management Teams
• ensuring overall program coordination and development of communications, standardized reporting, training, intelligence and boarder awareness
• IJMT meets every six weeks or more frequently as required

Federal Partners: IBET is an integrated multi-agency law enforcement initiative that facilitates intelligence sharing and enhanced cooperative efforts among core partners: RCMP, CBSA, US Customs and Border Protection/Office of Border Patrol, US Immigration and Customs Enforcement and US Coast Guard.

IBET also encourages the involvement of municipal, provincial, state, federal and First Nations law enforcement agencies, stakeholder agencies and related government departments.

Unprecedented integration has been established and critical intelligence is developed and shared on targeted cross border criminality. IBETs are multidisciplinary in nature (e.g. weapon, drug and dangerous goods trafficking, human trafficking/smuggling), enabling them to combat any type of criminality crossing the border.

Start/End Date of Initiative: This initiative began in Fiscal Year 2002/2003. Permanent funding was awarded in 2007 as part of the Public Security and Anti Terrorism initiative.

Integrated Market Enforcement Team (IMET)

Description: Integrated teams of Capital markets specialists focusing on the enforcement of related Criminal Code offences of National or International significance.

Shared Outcome(s): Contribute to the confidence of Canada's Capital markets through effective oversight and enhanced coordination among partners, Prosperous Future for Canadians and Security of Canadians.

Governance Structure(s): Executive Council RCMP

Federal Partners: RCMP, Department of Justice and Public Safety Canada

Start/End Date of Initiative: This initiative began in during the Fiscal Year 2003, and there are no end date prescribed at this time.

Integrated National Security Enforcement Teams (INSET)

Description: Located in Ontario, Quebec, British Columbia and the National Capital Region, INSET operates in a coordinated effort to detect, prevent, disrupt and investigate terrorist criminal activity. INSET strives to ultimately bring terrorists to justice prior to serious, violent, criminal acts being perpetrated in Canada and/or abroad.

Shared Outcome: Enhanced focus on criminal investigations combined with the sharing of information and cooperation with other domestic and foreign law enforcement agencies contribute to the successful disruption of terrorist activities. I n support of this outcome, joint training between the RCMP and the other security agencies permit the effective training of personnel dedicated to this area.

Governance Structure: The National Security Criminal Investigations Governance Framework for Increased Effectiveness provides all national security (NS) investigators with a clear and concise framework governing NS criminal investigations. This includes central control and monitoring of NS criminal investigations at National Headquarters as directed by the Ministerial Direction on National Security Responsibility and Accountability for all aspects of the National Security (NS) program. National Security Criminal Investigations (NSCI) at National Headquarters monitors, guides, supervises and directs the INSETs on NS criminal investigations. These investigations including NS related threat assessments are managed by the INSET which falls under the central control of NSCI. Several municipal, provincial and federal agencies, other police services and security agencies participate in INSET. While s. 6(1) of the Security Offences Act mandates the RCMP's primary role in investigating criminal offences in relation to national security matters, the program is subject to an array of accountability and review structures with respect to national security such as the Commission for Public Complaints and the External Review Committee.

Federal Partners: Canada Boarder Services Agency, Canadian Security Intelligence Service and Canada Revenue Agency

Start/End Date of Initiative: This initiative began in Fiscal Year 2001/2002. Permanent funding was awarded in 2007 as part of the Public Security and Anti Terrorism initiative.

Canada Firearms Centre

Table 6: Horizontal Initiatives

The RCMP as the lead department, or as a partner, is engaged in an array of multi-jurisdictional and interdepartmental horizontal initiatives which serve to leverage RCMP capacity through partnerships, shared objectives and common goals to maximize results for Canadians.

The RCMP is the lead department on the following major horizontal initiatives:

• Canadian Firearms Program

For more information on horizontal initiatives, visit:

www.tbs-sct.gc.gc/rma/dpr1/07-08/index_e.asp

Transport Canada

Table 11-A: Horizontal Initiatives

1. Name of Horizontal Initiative Asia-Pacific Gateway and Corridor Initiative
2. Name of Lead Department(s) Transport Canada	3. Lead Department Program Activity Transportation Policy Development and Infrastructure Programs
4. Start Date of the Horizontal Initiative October 19, 2006	5. End Date of the Horizontal Initiative March 31, 2014
6. Total Federal Funding Allocation (start to end date) $1,001,000,000
7. Description of the Horizontal Initiative (including funding agreement) The Asia-Pacific Gateway and Corridor Initiative (APGCI) aims to strengthen Canada’s competitive position in global commerce. It is an integrated package of investment and policy measures that will advance the capacity and efficiency of the Asia‑Pacific Gateway and Corridor and Canada’s ability to take advantage of it.  It reflects the Government of Canada’s undertaking to work in partnership with provincial governments, private sector leaders and other stakeholders to further develop and exploit the Gateway. The Initiative seeks to establish Canada’s Asia-Pacific Gateway and Corridor as the best transportation network facilitating global supply chains between North America and Asia, and received additional funding through Budget 2007, bringing total federal commitment to over $1 billion.
8. Shared Outcome(s) The following are planned shared outcomes and activities for the Asia-Pacific Gateway and Corridor Initiative. Key areas include:  Gateway’s capacity – strategic infrastructure investments and network improvements. Competitiveness – increase Canada’s share of Asia-Pacific commerce. Efficiency and reliability – improve goods movement throughout the supply chains Security and border efficiency – advance a secure and efficient transportation network between Asia-Pacific region and Canada/North America. 21st century governance & policy renewal – integrative policy frameworks and regulations that better support competitiveness. Ultimate Outcome: Boost Canada’s commerce with Asia-Pacific region. Increase the Gateway’s share of North American bound container imports from Asia. Improve the efficiency and reliability of the Gateway for Canadian and North American exports.
9. Governance Structure(s) Two Ministers are jointly responsible for the APGCI.  The Minister for the Pacific Gateway is the political lead, with support in this effort provided by Transport Canada.  As of June 2008, a Secretary of State has been appointed with responsibility for Asia‑Pacific Gateway. The Minister of Transport, Infrastructure and Communities is accountable for the management of the Asia‑Pacific Gateway and Corridor Transportation Infrastructure Fund. The APGCI is a horizontal initiative and its development and implementation involves a number of other key federal departments/agencies.  An overall Horizontal Performance Framework was provided to the Treasury Board Secretariat as part of the 2006 APGCI Treasury Board submission, and will be amended to include the components of the APGCI Non‑infrastructure Competitiveness Funds. The Horizontal Performance Framework was prepared in collaboration with all the departments /agencies involved in the APGCI. The Framework has been put in place to provide a sound, coordinated and ongoing performance measurement and evaluation strategy to assess the overall process in implementing the initiative. While each is ultimately accountable for its own programs/activities and associated resources from the APGCI funding, the implicated federal departments/agencies are also responsible for contributing to the overarching objectives of the APGCI.  All federal partners in this initiative are accountable for the day-to-day management of their respective component of the APGCI.  Furthermore, each department/agency is expected to provide regular updates to the Secretary of State and to the Minister of Transport, Infrastructure and Communities, via the DG-level Interdepartmental Steering Committee on the Asia-Pacific Gateway and Corridor Initiative, which is chaired by Transport Canada.  Partner departments and their role in the Initiative are as follow:
TRANSPORT CANADA Transport Canada (TC), as the lead department, reports to the Secretary of State and to the Minister of Transport, Infrastructure and Communities.  TC’s Pacific Gateway Coordination Branch (ACKD) is responsible for the on-going coordination, management, integration, and strategic development and implementation of the Initiative overall.  TC is the chair for the internal steering group as well as for the Interdepartmental Steering Committee on the APGCI, with the ACKD branch as the secretariat for both.  Other federal departments and agencies, the four western provinces, and stakeholders from the private sector are consulted and involved in building consensus on issues related to the Initiative. TC is responsible for the development and implementation of the Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund (TIF), whose primary objective is to address capacity challenges facing the Asia-Pacific Gateway and Corridor.  The projects funded under TIF will enhance the competitiveness, efficiency and capacity of Canada’s multi-modal transportation network and will be focused specifically on the movement of international commerce between the Asia-Pacific region and North America. While transportation infrastructure is at the core, the Initiative also focuses on interconnected issues that impact on the further development and exploitation of the Asia‑Pacific Gateway and Corridor.  A number of non‑infrastructure/competitiveness measures announced at the October 2006 launch of the initiative have been completed or are ongoing, including: The May 2007 International Conference on Gateways and Corridors to advance understanding of the long-term challenges and opportunities of the gateway by tapping into Canadian and international academic expertise; Amalgamation of the three major ports in British Columbia Lower Mainland as part of efforts to foster new approaches to governance; Establishment of the Lower Mainland Trucking Forum to reach recommendations, on a consensus basis, on methods for improving the efficiency of trucking operations at Vancouver ports; and Studies directly related to the Gateway operations and efficiency, to better understand and improve the multi-modal infrastructure network and increase the productivity of the full supply chain. As approved by Cabinet in December 2007, TC will also be focusing on non-infrastructure measures under the following thematic categories:  A Smarter Gateway and Corridor (including system analysis and performance measurement, expert outreach, international partnerships) and Pro-active Public Engagement.  A third non-infrastructure theme is Skills and Labour Pressures, for which Human Resources and Social Development Canada will be establishing the APGC Skills Table. FOREIGN AFFAIRS AND INTERNATIONAL TRADE Department of Foreign Affairs and International Trade(DFAIT) Pacific Gateway and 2010 Winter Olympic Games Co-ordinating Group is responsible for the ongoing development and implementation of an international marketing strategy in co‑ordination with all stakeholders.  The objective is to promote greater use of the Gateway as Asia-Pacific travel and supply chain route of choice for North American and Asia-Pacific importers, exporters, investors and transportation companies. This strategy, developed in consultation with stakeholders, include targeted communication products, outgoing and incoming missions and showcase the Asia-Pacific Gateway and Corridor’s advantages at key trade, investment and technology shows, conferences and seminars in Canada, Asia-Pacific, Europe and North America.  Key DFAIT missions abroad are actively engaged in advancing Canada as the gateway and corridor of choice through dialogue with transportation companies, producers, exporters and/or importers in each of their respective regions to showcase the strengths of the Canadian transportation network, encouraging investment and technology transfer, playing an advocacy role on key APGCI issues such as security and border efficiency, providing intelligence back to Canada to support policy development and help determine what messages resonate in their markets. DFAIT has established a core group of Trade Commissioners from Asia-Pacific, North American and European missions who have been provided with orientation sessions to ensure their understanding of the gateway and the opportunities it presents for Canada's economy and are, thereby, able to support the government's objective of establishing Canada as the gateway and corridor of choice between North America and Asia-Pacific.  CANADA BORDER SERVICES AGENCY Canada Border Services Agency (CBSA) is responsible for the implementation of a marine container inspection operation located at the Port of Prince Rupert, which became operational in Fall 2007.  The marine container inspection operation allows CBSA to develop operations to ensure containers arriving from other countries are properly inspected by means of effective processes and state of the art technology.   CBSA’s marine container inspection operation plays a vital and strategic role, integrated within the overall Asia-Pacific Gateway and Corridor Initiative. PARKS CANADA AGENCY Parks Canada is responsible for the maintenance and recapitalization of highways that pass through national parks, including the Trans Canada Highway (TCH).  The TCH is a major pan-Canadian highway that connects the west coast and its Asia-Pacific linkages to the rest of Canada, especially markets in the western provinces. Parks Canada is completing process of four-laning (twinning) a 10 km section of the congested TCH through the Banff National Park of Canada that will result in improved capacity and efficiency.  The funding provided by the APGCI has contributed to the timely completion of this section of highway upgrading and hence supports the initiative’s objective of improving the movement of goods through the Asia-Pacific Gateway and Corridor. WESTERN ECONOMIC DIVERSIFICATION The Western Economic Diversification (WD) is responsible for two elements of the APGCI; a business opportunities and awareness‑raising initiative entitled “Seizing the Gateway Opportunity:  Western Canada and the Asia Pacific Challenge”, and funding dredging work on the Fraser River to maintain a competitive shipping channel.  As part of “Seizing the Gateway Opportunity”, WD is consulting with provincial governments, business and other stakeholders and sponsoring research on the impacts, challenges and opportunities of Asia-Pacific commerce on Western Canada in areas such as business practices and labour. To support the APGCI, WD has undertaken a range of activities such as workshops, studies and partnerships to explore topics such as Asian market opportunities by industry sector and an assessment of the needs of western small and medium-sized enterprises (SMEs) looking to effectively compete against Asian firms. WD has provided a $4 million grant over two years to the Fraser River Port Authority to support dredging activities on the Fraser River shipping channel.  This funding provided the Fraser River Port Authority with the capacity to maintain its existing business and position itself to attract new business, thereby taking advantage of the Asia‑Pacific Gateway opportunities.  This one‑time only measure will enable the port to accommodate the increasingly large shipping vessels, until a long-term solution is developed that would provide for self-sustaining access to port facilities.

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 Transport Canada	Transportation Policy Development and Infrastructure Programs	Surface Infrastructure Programs	$477,500	$4,400	$4,070	Announce infrastructure projects. Negotiations with provinces and private sector. Draw contribution agreements Environmental assessments.	Infrastructure projects were announced. Work started on the Pitt River Bridge in BC. Negotiations with provinces and private sector are underway. Contribution agreements are signed. Environmental assessments completed or ongoing.
	Transportation Policy Development and Infrastructure Programs	Strategic Transportation Policy	$8,550	$2,300	$2,205	Coordination and Management of the APGCI Consultation with private sector Expert Roundtables	Coordination with participating departments and TC groups. Management of the APGCI Private sector consultation completed Roundtables carried out as planned in the Prairie Provinces
	Policies, Rulemaking, Monitoring and Outreach in support of a safe and secure transportation system	Security and Emergency Preparedness	$250	$200	$9	Security Review	Strategic context for security review completed
	Transportation Policy Development and Infrastructure Programs	Strategic Transportation Policy	$28,300	$500	$212	Explore amalgamation of the 3 BC Lower Mainland ports authorities. Advance discussions at the Lower Mainland Trucking Forum Phase 1 of the Empty Container Study.	BC Lower Mainland port integration procedure is ongoing. Lower Mainland trucking forum is making progress. Phase 1 of the empty Container study is completed
2. Foreign Affairs and international   Trade	International Policy Advice and Integration	Planning, Integration and Coordination on International Policy Issues.	$7,000	$1,500	$1,050	Targeted communication products Outgoing mission to Asia Engage key missions in APGCI promotion	Focused marketing material provided to China APGCI mission to Hong Kong, Beijing and Shanghai Increased APGCI activities by key missions including Japan, Korea, Taiwan, China and Hong Kong Established a complement of 30 Trade Commissioners to be the APGCI advocates abroad Increased APGCI related market intelligence from Missions
3. Canada Border Services Agency	Security		$26,950	$13,260	$5,750	To hire and train new staff on marine environment requirements as well as for Targeting Intelligence, and Investigations work. Ensure that the operation was ready and compulsory equipment was in place for the first container ship.	Staff was hired in the areas identified (marine, Targeting Intelligence, and Investigations). Training requirements create a heavy demand on the operation.  Courses will be held to meet the demands of the various programs. The operation and compulsory equipment were in place for the first container ship.  The operation was able to work with the port to have temporary facilities to overcome the significant delays in facility construction.    Vehicles Purchased
	Access		$77	$96	$61
	Science & Technology-Based Innovation		$28	$1,080	$84	Purchase IT equipment as well as install and support the IT devices needed for this project. MOU with CRA (for shared services)	Purchased IT equipment installed IT devices needed for this project.MOU with CRA (for shared services)
4. Parks Canada Agency	Throughway Management		$37,000	$10,000	$10,000	Construct new Moraine Creek bridge for new eastbound lanes; Crush aggregate for 07/08 & 08/09 program; Clear 3 km of highway ROW; Complete construction drawings and specs and tender 3 km of roadwork c/w associated wildlife overpass structure and westbound Moraine Creek Bridge	Eastbound Moraine Creek bridge constructed; Aggregate quantity for 07/08 & 08/09 program 90% crushed; 3 km of highway ROW cleared; Construction drawings and specs completed and 3 km of roadwork c/w associated wildlife overpass structure and westbound Moraine Creek bridge tendered Existing westbound bridge demolished for reconstruction 07/08
5. Western Economic Diversifi- cation	Collaboration and Coordination		$400	$187	$187	Build awareness of Canada-Asia business opportunities current trade and cultural relationships between Canada and Asia through consultations forums and research	APGCI funding in the amount of $100,000 supported a WD project with the Asia Pacific Foundation of Canada (APFC) for consultations and research.  APFC hosted consultation forums and a summit in major cities, engaging over 800 stakeholders across Canada.  APFC also produced three research papers and a set of case studies on Canada-Asia business opportunities.
	Research and Analysis			$121	$121	Dredge the Fraser River shipping channel to support Fraser River port operations	Fraser River Port Authority undertook the required dredging work
	Business Development & Entrepreneurship; Program	Market/Trade Development	$4,400	$2,000	2,025
18. Comments on Variances : The lapse was a result of funding being received late in the fiscal year, a need to reduce one of our key initiatives by roughly 30% and missions abroad either absorbing the cost or by having sought the most cost effective way of participating in the orientation session.
19. Results to be Achieved by Non-federal Partners (if applicable)
20. Contact Information Sarah Lauzon 990-9524

Table 11-B: Horizontal Initiatives

1. Name of Horizontal Initiative Marine Security
2. Name of Lead Department(s) Transport Canada	3. Lead Department Program Activity Marine Security
4. Start Date of the Horizontal Initiative Budget 2001	5. End Date of the Horizontal Initiative Ongoing
6. Total Federal Funding Allocation (start to end date) Not Applicable
7. Description of the Horizontal Initiative (including funding agreement) Marine Security is a horizontal initiative that is linked to the Government’s key priority of a safe and security Canada.  Its aim is to improve the security of Canada’s marine transportation system including territorial waters, inland waterways, and at Canadian ports and marine facilities.  Elements of this initiative include: Increased domain awareness, surveillance and tracking of marine vessels; Improved co-ordination and cooperation on marine security; Security clearance program for marine sector employees; Implementing new detection equipment in Canadian ports to monitor containers; Additional resources for emergency and law enforcement response capacity in the marine environment; and, International initiatives, which will ensure that Canada will meetcurrent international standards and obligations, including those being developed by the International Maritime Organization (IMO).
8. Shared Outcome(s) The following are planned shared outcomes and activities in marine security.  Please note that for FY 08-09 the new Marine Security Horizontal Performance Framework will be in use by marine security partners. Key areas include:  Domain awareness – Increased surveillance and tracking of marine traffic; Responsiveness – Additional resources for emergency and law enforcement response capacity to respond to potential public safety and national security threats in the marine environment. Safeguarding – Includes clearance programs for marine sector employees working in restricted areas and new detection equipment in Canadian ports to monitor containers; and, Collaboration – Improved coordination and consultation on marine security. Ultimate Outcome: To improve marine security at Canadian ports, inland waterways and territorial waters.
9. Governance Structure(s) The Government of Canada created the Interdepartmental Marine Security Working Group (IMSWG), chaired by Transport Canada, to identify and coordinate federal government actions in support of Canada’s objectives concerning public security and anti-terrorism in the marine realm, as well as its international marine security obligations.  Under the guidance of the IMSWG, key departments are responsible for the following: TRANSPORT CANADA Leads the Government’s initiatives in marine security enhancements, including: Policy coordination; Chairing the Interdepartmental Marine Security Working Group (IMSWG); Regulatory development in support of marine security initiatives; Marine Security Oversight and Enforcement Program; Marine Transportation Security Clearance Program; Marine Security Contribution Program; and, Participates in the Marine Security Operations Centres (MSOCs). DEPARTMENT OF FISHERIES AND OCEANS/CANADIAN COAST GUARD DFO/CCG contributes to the enhancement of domain awareness within the Canadian Exclusive Economic Zone (EEZ) through surveillance activities and vessel identification and tracking capabilities. DFO/CCG has increased its airborne surveillance activities, implemented shore-based Automatic Identification System (AIS) infrastructure, and is leading the development of Canada’s Long-Range Vessel Identification and Tracking (LRIT) capability. In addition, DFO/CCG provides on-water assets and expertise to assist in responding to security incidents in the marine environment, and has increased its level of on-water capacity for this purpose. DFO/CCG also participates in the Marine Security Operations Centres(MSOCs), contributing departmental data and expertise to enhance domain awareness, and improve coordination and consultation within the marine security community. PUBLIC SAFETY AND EMERGENCY PREPAREDNESS CANADA The mandate of Public Safety and Emergency Preparedness Canada (PSEPC) is to keep Canadians safe from a range of risks such as natural disasters, crime and terrorism.  To do this, the Department coordinates and supports the efforts of federal organizations ensuring national security and the safety of Canadians.  PSEPC also works with other levels of government, first responders, community groups, the private sector and other countries. As Canada's lead department for public safety, PSEPC works with five agencies, including the RCMP and CBSA, and three review bodies.  They are united in a single portfolio and report to the same minister.  The result is better integration among federal organizations dealing with national security, emergency management, law enforcement, corrections, crime prevention and border services/enforcement. CANADA BORDER SERVICES AGENCY CBSA’s mandate is to manage the country’s borders at ports of entry by administering and enforcing the domestic laws that govern trade and travel, as well as international agreements and conventions.  The work of the CBSA includes identifying and interdicting high-risk individuals and goods, working with law enforcement agencies to maintain border integrity, and engaging in enforcement activities, including seizure of goods, arrests, detentions, investigations, hearings and removals.  Participates in the MSOCs. ROYAL CANADIAN MOUNTED POLICE The RCMP is responsible for enforcing federal statutes, leading national security and organized crime investigations across Canada, both on land and water, and for maintaining border integrity between ports of entry.    Leads the Great Lakes-St. Lawrence Seaway MSOC and participates in the coastal MSOC. DEPARTMENT OF NATIONAL DEFENCE Contributes to enhance domain awareness of Canada’s strategic coastal area.  Leads the MSOC on the coasts and participates in the Great Lakes-St. Lawrence Seaway MSOC.

Transport Canada

10. Federal Partners	11. Federal Partner Program Activity	12. Names of Programs for Federal Partners	13. Total Alloca- tion (from start to end date)	14. Planned Spen- ding for 2007-2008	15. Actual Spen- ding for 2007-2008	16. Expected Results for 2007-2008	17. Results Achieved in 2007-2008
1. Transport Canada	B91 – Security of Marine Transportation Systems	a.  Marine Security Coordination Fund	N/A	$2,220,127	$3,473,868	Collaboration	Four new Coordination Fund projects were approved in FY 07-08.  The Fund is now fully subscribed until FY 09-10.
	B91 – Security of Marine Transportation Systems	b. Marine Security Regulatory Oversight Program	N/A	$10,830,060	$11,749,312	Domain awareness Responsiveness Safeguarding Collaboration	Marine Security Operations has been active across the regions of Canada, carrying out various activities, including standard setting, inspection and compliance, Marine Security awareness, education, training and support activities. Continued to carry port/facility/vessel assessment plans and reviews against the International Ship and Port Facility Security/Marine Transportation Security Regulations (ISPS/MTSR) Continued to work with Department of National Defense and other core partners in establishing coastal Marine Security Operations Centres (MSOCs) both in Halifax and Victoria, and continued the development of the centers to carry out Transport Canada mandate. Conducted and developed various industry/stakeholder awareness presentations, publications and products. Completed an Inspection & Enforcement training program for inspectors
	B91 – Security of Marine Transportation Systems	c.  Marine Security Enhanced Policy Coordination	N/A	$1,037,087	$1,107,215	Domain awareness Responsiveness Safeguarding Collaboration	TC will be developing a survey for stakeholders to determine results achieved.
	B91 – Security of Marine Transportation Systems	d.  Marine Transportation Security Clearance Program	N/A	$1,889,747	$2,681,311	Safeguarding	9,454 security clearances for Phase I 253 compliance certificates Continued consultations with affected stakeholders. Completed Phase 1 (SL-GL Seaway, Vancouver, Montreal and Halifax). Continued collaboration with the U.S. as they move forward their program.
	B91 – Security of Marine Transportation Systems	e. Marine Security Contribution Program	N/A	$31,102,653	$32,208,420	Responsiveness Safeguarding Collaboration	Transport Canada  continued to provide financial contributions for the implementation of a number of security enhancements (212 newly approved projects at $19.9 M) Transport Canada Regional Inspectors continued to conduct follow-up inspections to verify that funded projects were completed according to submissions.
	B91 – Security of Marine Transportation Systems	g. Great Lakes-St. Lawrence Seaway Marine Security Operations Centre (GL MSOC)	$1,500,000	$497,649	$472,607	Domain awareness Collaboration	Continued participation in the Design Team led by RCMP for the implementation phase.
			Total  N/A	Total $47,577,323	Total $51,692,733
18. Comments on Variances : Marine Security Coordination Fund: $2,674K reprofiled from FY 06/07, increasing funding available for redistribution to $4,674K, most of which ($3,130K) was spent by Transport Canada Marine Safety on a project approved by the IMSWG. Regulatory Oversight: Variances are TC internal reallocation of approximately $900K to address the high priorities requirements such as Program Delivery and Tracking, Crisis Management, which are not adequately funded.  Policy Coordination: Begun with only five FTEs, Marine Security had to risk manage a greater number of personnel to accommodate the increased workload to coordinate Canada's marine security policy efforts - both domestically and internationally - with further work continuously evolving.  Additional resources were also required to deliver such activities as the implementation of the ADM-level Marine Security Committee and the Marine Security Gaps Analysis, which explains the overall variance ($70K). Marine Security Contribution Program: This program was supposed to begin sunsetting in FY 07/08 and began the FY with only three FTEs (plus related salary and other operating allocations).  TC had to reallocate $1M to support the management of this program, which had been extended for another two years in November 2006.  The additional resources were required to maintain the management and control tools already in place to track and deliver the contribution, and other exceptional activities such as the successful completion of the project files for 17 Canada Port Authorities that terminated November 30, 2007, disbursing over $22M to them in 2007-08. Marine Transportation Security Clearance Program (MTSCP): The scope of the MTSCP changed in that originally the program was funded for 3 major ports, one implementation date, a simple model covering all employees at the ports and the program to be implemented over a 5-year period.  The decision was made to expand the program geographically and implement over 2 years as well as to have two very different regimes for container and cruise ship terminals.  This modification made the project much more complex and more sensitive, increasing the need for national consistency, thus requiring an HQ lead to provide the coordination and oversight for this complex implementation.  As a result, additional funding was required in this new complex program through internal TC reallocation of approximately $800K.
19. Results to be Achieved by Non-federal Partners (if applicable) Not Applicable
20. Contact Information Michel Tremblay Marine Security Directorate Transport Canada (613) 949-6575 trembmg@tc.gc.ca

CBSA

10. Federal Partners	11. Federal Partner Program Activity	12. Names of Programs for Federal Partners	13. Total Allocation (from start to end date) ($000’s)	14. Planned Spen- ding for 2007-2008 ($000’s)	15. Actual Spen- ding for 2007-2008 ($000’s)	16. Expected Results for 2007-2008	17. Results Achieved in 2007-2008
a.          Radiation Detection Equipment Initiative b. Passenger and Crew Screening Initiative c. Cruise Ship Inspections	Security 1	a.  Radiation Detection Equipment Initiative	$31,670	$5,420	$5,420	Increased security measures at ports and marine facilities	Increased security measures at ports and marine facilities
	Security 1	b. Passenger and Crew Screening Initiative	$34,900	$7,224	$6,124	Increased security measures at ports and marine facilities	Increased security measures at ports and marine facilities
	Security 1	c. Cruise Ship Inspections	$2,350	$2,350	$2,350	Increased security measures at ports and marine facilities	Increased security measures at ports and marine facilities
18. Comments on Variances: Passenger and Crew Screening Initiative - Staff shortage during the busy May to October season. Insufficient resources in the targeting unit to conduct queries on all ships in some areas.
19. Results to be Achieved by Non-federal Partners (if applicable): Not Applicable
20. Contact Information: David Sheehan Senior Program Advisor Canada Border Services Agency Horizontal Initiatives and Enforcement Policy Management 191 Laurier Avenue West, 19th Floor Ottawa, Ontario Canada K1A 0L8 Telephone: (613) 954-2271 Fax: (613) 952-2468

PSEPC

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
Public Safety and Emergency Preparedness Canada	PA 1 - Emergency Management and National Security	Marine-Based Counter-terrorism Exercises (sometimes referred to as scenario based training)	$200,000 (07/08) Annual ongoing per TBS submission	$200,000	$85,541	To validate and provide feedback to IMSWG on Marine Security and Port Security through development and conduct of exercises and preparation of After Action Report. Marine Security Program is designed to demonstrate improved inter-agency coordination and cooperation through identification of gaps, strengths and weaknesses.	Port Security-Consultation and project planning re: development of east coast port security exercise scheduled for fall 09 with key planning partners. MSOC-Completion of Ardent Sentry 06 After action report-Significant consultation with MSOC Project team, MSOC project training and exercise officer and interdepartmental exercise representatives to bring exercise initiatives inline with project development activities.
	PA 2 – Policing and Law Enforcement	c. Interim Great Lakes / St. Lawrence Seaway (GL‑SLS) Marine Security Operations Centre (MSOC)	$420,000 06/2005- 03/2008	$140,000	$167.600	Improve domain awareness in the GL-SLS region Secure funding for a permanent facility	Improved domain awareness in the GL-SLS region by the interim facility Funding for the permanent facility was received in Budget 2008
			Total $	Total $	Total $
18. Comments on Variances: PA1 – National Exercises Division (NED) undertook consultation with the MSOC Project Team responsible for development of East and West Coast MSOC facilities and related plans and procedures.  During the course of the discussions, the opportunity to participate in upcoming GC exercises was explored but the Project Team determined that it would be premature to participate in the development and conduct of another MS exercise pending modifications and implementation of training related to plans and procedures as identified during Exercises Ardent Sentry 06 and Frontier Sentinel.  NED continues to consult regularly with MSOC Project.  Additionally, the Port of Vancouver was previously committed to exercise participation with other organizations and could not embark on additional exercise activities.  Work was undertaken with key stakeholders within the Port of Halifax for development of a multi-jurisdictional, port securtiy exercise program. PA2 - In order to achieve the objectives of the GL‑SLS-MSOC $27,000 was reallocated to the initiative at the Directorate level.
19. Results to be Achieved by Non-federal Partners (if applicable): Not Applicable
20. Contact Information: Anita Dagenais Director, Border Policy Division Public Safety Canada 991-4245 anita.dagenais@ps.gc.ca

DFO / CCG

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. Department of Fisheries and Oceans	Canadian Coast Guard	a. Additional Fleet Operations (This is part of the Coast Guard Fleet Services Program Sub-Activity)	$10,000,000 (annually, ongoing)	$10,000,000	$10,000,000	Increase number of operational shipdays beyond the baseline level of shipdays prior to the PSAT initiative.	Total number of CCG fleet shipdays increased beyond the baseline.
		b. Automatic Identification System (AIS) & Long Range Vessel Identification and Tracking (LRIT) (Part of the Marine Communications and Traffic Services Program Sub-Activity)	$1,500,000	$2,500,000	$1,449,057	Keep the initiative on-track. The capital project is scheduled for completion in 2009/10. The ongoing system is scheduled to be in place in 2010/11.	Completed evaluation of seven compliant bids. Successful bidder selected and contract awarded.
		c. Great Lakes/St. Lawrence Seaway Marine Security Operations Centre (Part of the Maritime Security Program Sub-Activity)	$360,000	$360,000	$360,000	Identify permanent funding to replace expiring interim funding. Also, participate in design and development of a permanent GL-MSOC facility.	Budget 2008 provided funding to develop a permanent GL-MSOC. Performance measures are being developed.
	Fisheries and Aquaculture Management	f. Enhanced Conservation & Protection Air Surveillance Flights (Part of the Conservation and Protection Program Sub-Activity)	$7,000,000 (annually, ongoing)	$7,000,000	$7,000,000	Increase number of aerial surveillance hours beyond the baseline number of hours from before the PSAT funding.	Total number of aerial surveillance hours increased beyond the baseline.
			Total $23,287,300	Total $44,116,300	Total $26,604,957
18. Comments on Variances Additional Fleet Operations: N/A AIS & LRIT: Variance between TB Sub and planned spending: International specifications and standards were approved much later than anticipated at the outset of the Project. Variance between planned and actual spending: Re-baselining of the project was required due to the amalgamation of Phases 1 and 2. Great Lakes/St. Lawrence Seaway Marine Security Operations Centre: N/A Great Lakes/St. Lawrence Seaway Marine Security Enforcement Teams: Variance between planned and actual spending: Additional $570,000 was received from the RCMP. There were additional refit costs on the CCGS Isle Rouge and CCGS Louis M. Lauzier and additional vessel operating costs for the Lauzier, Cape Hurd and Simmonds. Acquisition of Great Lakes/St. Lawrence Seaway Mid-Shore Patrol Vessels Variance between TB Sub and planned spending: PWGSC cancelled the original RFP, causing a 6-9 month project delay and a revised Contract Award date of April, 2008. Because the contract was not awarded during FY 2007/08, the cash profile must be reduced from $19.829M to $4.2M. $15.629M will be re-profiled to 2011/12 to reflect the extended delivery dates and closeout of Phase 1 of the project. Variance between planned and actual spending: The MSPV project forecasted expenditures for travel, consultations, professional services and the hiring of new employees have been deferred to the new FY. Enhanced Conservation & Protection Air Surveillance Flights: N/A
19. Results to be Achieved by Non-federal Partners (if applicable): Not Applicable
20. Contact Information: Mark A. Henry Senior Policy Analyst Maritime Security Canadian Coast Guard Tel: (613) 993-4076 Fax: (613) 998-3255 Mark.Henry@dfo-mpo.gc.ca

 

DND

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. DND	PA 1	a. MSOC	$165,000,000	$11,742,928	$6,760,886	Domain Awareness Respon-siveness Safeguarding Collaboration	Domain Awareness Responsi-veness Safeguarding Collaboration
	PA 1	a. IMIC3	$10,000,00 + 7,000,000 recurring PO&M yearly	$435,000	$210,978	Completion of Definition phase, issuing of RFP and start of Implementation phase	Definition phase delayed
			Total  $173,000,000	Total  $12,177,928	Total  $6,971,864
18. Comments on Variances: It took longer then anticipated to develop substantive cost estimates and RFP documents.
19. Results to be Achieved by Non-federal Partners (if applicable): Not Applicable
20. Contact Information: Lieutenant Commander Clark Patterson DMPOR 5 Maritime Security DND NDHQ (613) 945-7941 patterson.ch2@forces.gc.ca

RCMP

 

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. RCMP	1.3.5 The Marine Security Branch strategy is an integrated and strategic approach to prevent, deter and detect illegal activity, cargo or people who may pose a threat to the safety and security of the marine environment in Canada, the United States and the international community. The strategy focuses on reducing the capabilities and vulnerabilities of our marine systems and facilities, with respect to terrorism and organized crime.	National Port Enforcement Team (NPET)	$ 7,038,000	$6,774,200	$4,815,600	-continue with intelligence gathering and enhancement of law enforcement coordination with partnering agencies   -increase enforcement activity within the port facility, directed at organized crime and	-the intelligence gathering activities of the NPET units have led to numerous contraband seizures, as well as investigations and arrests related to other criminal code offences   - there are currently several key investigations/projects underway related to National Security and Organized Crime activities
		Marine Security Enforcement Team (MSET)	$ 5,860,000	$ 6,841,200	$ 4,721,200	-enhance intelligence-led on water presence through effective relationships with the boating community, and border integrity programs such as MSOC, NPET, IBET and  local police on the GL/SLS   -coordinate law enforcement deterrence with CCG and USCG on the GL/SLS	-a marine security training exercise was conducted in conjunction with MSOC and Niagara IBET to enhance Border Integrity Units effectiveness             -a Canadian American Shiprider Training course was delivered and subsequently permitted RCMP & USCG  (US Coast Guard)  to perform a joint operation  in patrolling  the joint waterways along the US and Canada border   -MSET in conjunction with CCG participated in the  Atlantic region seal hunt. MSET provided operational and intelligence in support.
	PA  1.3.5	Marine Security Emergency response Team (MS ERT)	$ 7,410,000	$ 7,125,400	$ 4,939,400	-establish integrated ERT with marine intervention capability in partnership with provincial and municipal police agencies on the Great Lakes/St. Lawrence Seaway   -establish a critical response capacity to marine incidents on the GL/SLS       -conduct regular marine intervention exercises within the GL/SLS region	-procurement of the Rigid Hull Inflatable Boats (RHIB) is on-going. One RHIB has been delivered and sea trials continue to be conducted.           -% of members trained in marine operations : 85%   -Marine Security Emergency Response Team s  are nearing full capacity  - staffing continues   - marine intervention  scenarios were conducted  in conjunction with other partners such as DND,  CCG and local police
		National Waterside Security Coordination Team	$ 900,000	$ 920,600	$ 798,000	-submission of recommendations to government , in concert with Transport Canada, on strategies to mitigate threats related to waterside security such as critical infrastructure, drilling platforms, underwater capacity, visible on water law enforcement presence	-participation  in the evaluation exercises on Domestic Vessel Strategy and Major Critical Infrastructure e.g.  nuclear facility   -participation  in various committees/working groups such as the Domestic Vessel Security Strategy and IMSWG Regulatory Affairs Committee   - reviewed various reports such as,  TC Domestic Vessel Security Strategy and TC’s discussion  paper  on container security in Canada
2. RCMP	PA  1.3.5	Marine Security Operation Centre (GL/SLS MSOC)	$ 1,200,000	$ 1,840,000	$ 1,125,000	-increase capacity in facilitating domain awareness of vessel movement on the GL/SLS   - addition of contributing partners in support of MSOC   -continue developing  the design/implementation team	-collection plan developed and distributed to stakeholders         -addition of  a member from the Ontario Provincial Police to the Design Team   -the implementation  model was revised  as a result of  reduced funding identified  in the Federal Budget  2008   -preparation of a TB submission
		Marine Security Operation Center (East & West Coast)	$1,405,000	$1,211,000	$1,098,000	-increase capacity to analyze and fuse information/ intelligence from the 5 cores federal departments (CBSA,TC,DND,DFO-CCG,RCMP)	work with the Department of National Defence and other core partners in establishing MSOC East/West.
	PA 1.3.5     PA 7.6.19     PA 3.6.19	Vehicle and Inspection Cargo System (VACIS)	$ 1,080,000	$ 926,000	$ 779,200	-increase enforcement activity  within the port facility, directed at organized crime and national security threats an one of Canada’s major seaports (Halifax)	-there are currently several key investigations/projects underway related to National Security and Organized Crime activities
		Restricted Access Clearance Program ------------ Marine Security Intervention Program	$200,000   -----------$600,000	$206,000   ----------- $876,600	$179,600   ----------$179,600	-continue to process the fingerprints submitted for  marine security program in a timely manner -------------------- -provide ongoing training and regional scenarios (exercises) that will enhance emergency Response Teams (ERT) capacity to respond to marine incidents	-over 45,000 fingerprints submissions from Transport Canada were processed (not all marine related)   --------------------- - marine interventions scenarios were conducted in conjunction with other partners such as DND,  CCG and various  police forces
			Total $ 25,693,000	Total $ 26,722,000	Total $ 19,127,400
18. Comments on Variances: NPET:  there is a difference of $ 263,800.  This amount represents s the funding that was transferred in error to the incorrect fund center. EG. MS ERT. MSET:  fund transferred from the MS ERT program to repair one of the CCG vessels for the program. MS ERT:  $2.7 M re-profile and carried forward to 07-08 to cover the purchase of  the Rigid Hull inflatable Boats (RHIBS) National Waterside Security Coordination: Capital Funds were transferred to cover off expenditures for vehicles. GL/SLS MSOC: $660,000 re-profiled from 06-07. VACIS: $ 147,000 lapse due to staffing issues. Marine Security Intervention Program:  Money re-allocated from  NPET.
19. Results to be Achieved by Non-federal Partners (if applicable): Not Applicable
20. Contact Information   Inspector Lori Seale-Irving Marine and Ports Branch RCMP HQ (613) 998-6072 Lori.Seale-Irving@rcmp-grc.gc.ca

Western Economic Diversification Canada

Table 7: Horizontal Initiatives

1. Name of Horizontal Initiative:  Western Economic Partnership Agreements					2. Name of Lead Department(s):  Western Economic Diversification Canada
3. Start Date of the Horizontal Initiative:  August 2003			4. End Date of the Horizontal Initiative:  March 2008				5. Total Federal Funding Allocation (start to end date):  $100 million
6. Description of the Horizontal Initiative (including funding agreement):  WEPAs are four-year, $50 million cost shared agreements between the federal government and each of the four western provinces to promote shared economic development priorities.
7. Shared Outcome(s):  Greater federal-provincial cooperation in realizing the economic and regional development potential of Canada’s western provinces resulting in: a strengthened innovation system; the advancement of economic priorities; a competitive and expanded private sector; increased private sector investment opportunities; increased economic activity and diversity; increased international competitiveness; and, more sustainable communities.
8. Governance Structure(s):  Joint Federal Provincial Management Committees
9. Federal Partner(s)   (thousands)	10. Names of Programs for the Federal Partner(s)	11. Total Allocation From Start to End Date ($000)		12. Planned Spending for 2007–2008 ($000)		13. Actual Spending in 2007–2008 ($000)		14. Planned Results for 2007–2008 ($000)	15. Results Achieved in 2007–2008 ($000)
1. Western Economic Diversification Canada	(a) Western Diversification Program	$100,000		$21,000		$18,946			See comments, below..
16. Results Achieved by Non-federal Partners:  Similar to WD.
17. Contact Information:  Jim Monzer, Senior Policy Advisor (780) 495-6881 or mail to: jim.monzer@wd.gc.ca

The WDP Evaluation Final Report notes that for every WEPA dollar spent by WD, another $1.65 was leveraged from other sources (p. 50).  In addition, the Final Report states that:  “Key informants spoke positively about the ability of cost-shared agreements to promote collaboration, strengthen partnerships, and more strategically focus on common priorities.” (p. 44)