ARCHIVED - Transport Canada

8,291

8,090

8,375

8,375

8,375

8,362

29,700

34,369

23,770

23,770

33,770

35,260

8,313

8,170

7,621

7,621

7,621

8,240

2,423

4,600

755

755

6,256

7,460

2,119

1,751

379

379

379

1,307

290

257

280

280

155

-

840

981

808

808

808

273

1,071

823

812

812

812

783

-

1,117

-

-

-

252

698

632

75

75

184

84

53,746

60,790

42,875

42,875

58,360

62,019

235

221

160

160

160

239

9,032

8,553

8,415

8,415

8,643

8,265

5,038

4,991

5,150

5,150

5,150

5,230

288,320

302,513

298,048

298,048

298,048

295,386

2,550

1,406

1,154

1,154

1,154

759

8,124

6,895

7,105

7,105

7,105

6,632

112

129

110

110

110

105

-

3

-

-

-

11

263

146

120

120

63

76

102

102

102

184

-

-

-

-

8

10

10

10

-

47

112

112

112

184

367,468

363,249

363,249

378,905

378,905

($ thousands)

10,385

7,461

5,200

5,200

8,078

8,078

11,698

12,033

12,986

12,986

12,826

12,826

61

23

-

-

50

50

17,701

12,716

15,000

15,000

33,332

33,332

-

87,865

-

-

56,170

56,170

5,882

70

-

-

34

34

16,225

426

-

-

2,358

2,358

6,794

7,234

-

-

20,708

20,708

37

33

-

-

54

54

893

898

-

-

1,527

1,527

963

1,369

-

-

3,040

3,040

5,059

6,614

-

-

1,059

1,059

20

-

-

-

-

-

-

-

-

-

3,000

3,000

410

545

-

-

354

354

76,128

137,287

33,186

33,186

142,589

142,589

Ongoing feedback via TC Website.  All proposals for changes are subject to public consultations via TC Website, Canada Gazette and CMAC meetings.

Ongoing feedback via TC Website.  All proposals for changes are subject to public consultations via TC Website, Canada Gazette and CMAC meetings.

Ongoing feedback via TC Website.  All proposals for changes are subject to public consultations via TC Website, Canada Gazette and CMAC meetings.

The evaluation completed in 2005 found that the grant agreement in its current form is somewhat contrary to the National Marine Policy. There is no constitutional obligation for the federal government to support the service provided. There would be a justification if there was a clear definition of a remote community and if the grant were directed specifically towards ferry routes serving these communities. Since the terms of the agreement are not open for amendment, the cost of the grant has not been reduced as mandated by the National Marine Policy. Also, BC Ferries required the grant in the past when it was a Crown corporation. As an independent, regulated, and self-financing company, BC Ferries is viewed as more efficient and business-like by many of its stakeholders. It is too early to determine whether this will continue under BC Ferries new management structure. Interview data suggests that if the federal grant were withdrawn, there could be negative impacts, particularly on the northern communities in BC. Finally, by providing the grant, TC is achieving positive outcomes with minimal administration costs and little risk of negative outcomes as responsibility for West Coast ferry services lies with others.

http://www.tc.gc.ca/corporate-services/des/reports/2005/bcpfs/menu.htm

Transport Canada did not conduct an internal audit of this contribution program in 2007-08. TC will determine whether an internal audit will be conducted, based on its risk-based audit planning process.Copies of audit reports approved by the department’s Audit and Review Committee may be found at: http://www.tc.gc.ca/corporate-services/aas/menu.htm

200 

140

300

155

155

145

11,045 

3,505

7,145

7,290

7,280

(135)

12,245 

3,645

7,445

7,445

7,435

10

A 2005 Departmental Evaluation Services study found that the program is consistent with the federal government’s priorities and contributes to TC’s strategic outcome of a safe and secure transportation system.  There is an ongoing need for the program and there is little likelihood that provinces will play a larger role in Grade Crossing Improvement Contribution Program (GCIP).  It also found that GCIP has been successful in reducing the risk of accidents at grade crossings.  Over the evaluation period, GCIP has contributed significantly to the decline of collisions at grade crossings.  It is conservatively estimated that the program is responsible for 53% of the reduction in collisions at grade crossings. 

http://www.tc.gc.ca/corporate-services/des/reports/2005/gcip/menu.htm

In 2006, TBS approval was obtained to renew and extend the program from 2006-07 to 2010-11. The renewal documentation includes a formal Results-based Management and Accountability Framework (RMAF) and a Risk-Based Audit Framework (RBAF).

The next formal program evaluation in the format outlined in the RMAF will be conducted at the end of the five year program renewal period.

Financial assistance to aid in the speedy implementation of security measures and to help offset the costs of operators who would not have the financial capacity to cover security costs without significantly affecting operating costs.

A safe and secure transportation system that contributes to Canada’s social development and security objectives.

Transport Canada provided financial contributions for the implementation of a number of security enhancements.  Transport Canada Regional Inspectors conducted follow-up inspections to verify that funded projects were completed according to submissions. By the end of 2007-08 approximately $108.6 M in funding had been approved for selected marine security enhancement projects.

17,403 

12,559

47,563

35,410

30,806

16,757

17,403 

12,559

47,563

35,410

30,806

16,757

The evaluation, completed in 2006, found that Transport Canada’s Marine Security initiatives are aligned with the Department’s strategic outcomes as well as the Government of Canada’s National Security Policy.  There is also a continuing need for the majority of Transport Canada’s Marine Security initiatives.  Specifically, the evaluation found that the Marine Security Contribution Program has increased stakeholder ability to address security vulnerabilities in order to comply with MTSR security requirements.  The program has also contributed to enhanced stakeholder acceptance and confidence in the security of the Canadian marine transportation system.  This initiative has contributed to increased stakeholder ability to integrate security with business and travel needs.  As a whole, Transport Canada is achieving positive outcomes for its investments in Marine Security initiatives.  The Marine Security program results in cost-savings through risk mitigation and harm reduction. The results of the evaluation may be found at the following site: http://www.tc.gc.ca/corporate-services/des/reports/menu.htm

9,355 

11,493

8,649

13,358

13,345

(4,696)

9,355 

11,493

8,649

13,358

13,345

(4,696)

The evaluation, completed in 2004, found that while the CTMA service from Cap-aux-Meules, Iles-de-la-Madeleine, Quebec to Souris, Prince Edward Island (PEI) remains relevant since it supports the mandate of Transport Canada and serves a remote community. The Northumberland Ferries service between Wood Islands, PEI and Caribou, Nova Scotia does not directly support TC’s mandate and strategic objectives and there is no constitutional obligation to maintain the ferry service.  Both ferry services were found to provide quality, efficient and affordable services responding to user needs and both contribute to the tourism industry in their local area.

http://www.tc.gc.ca/corporate-services/des/reports/menu.htm

18) Significant Audit Findings and URL(s) to Last Audit(s):

Audits of the Contribution for ferry and coastal passenger and freight services (CTMA Traversier Ltee and Northumberland ferry Ltd.) were completed in 2004.  Copies of the audit reports can be found at: http://www.tc.gc.ca/corporate-services/aas/audit/2003/1577-03-030/menu.htm   (CTMA Traversier)

http://www.tc.gc.ca/corporate-services/aas/audit/2003/1577-03-030B/menu.htm (Northumberland Ferry) 

Strategic Highway Infrastructure Program – Highway Component

Strategic Highway Infrastructure Program – Border Crossing Transportation Initiative

Strategic Highway Infrastructure Program – Transportation Planning/Modal Integration (TPMI) Initiative

Strategic Highway Infrastructure Program – Intelligent Transportation Systems Initiative

SHIP Highway Component has been extended until March 31, 2009.  Contribution agreement’s extensions were approved by the Minister of Transport for some provinces in order to complete their projects.

SHIP Border Crossing Transportation Initiative has been extended until    March 31, 2009.

SHIP Transportation Planning and Modal Integration (TPMI) Initiative has been extended until March 31, 2009.

SHIP Intelligent Transportation Systems Initiative has been extended until March 31, 2009.

SHIP Highway Component: Provide federal funding under cost-shared contribution agreements with provincial and territorial governments for highway improvement projects to address the needs of Canada’s National Highway System.

SHIP Border Crossing Transportation Initiative and TPMI Initiative: Provide federal funding under cost-shared contribution agreements with provincial, territorial, municipal governments and other partners to improve the access to land border crossings, mobility, modal integration and transportation efficiency. 

SHIP Intelligent Transportation Systems Initiative: Provide federal funding under cost-shared contribution agreements with provincial, territorial, municipal governments and other partners to enable the undertaking of the deployment of intelligent transportation systems.

Highways:  9 projects were completed in New Brunswick, British Columbia (2), Alberta (1), Manitoba (1), Ontario (3), and Nova Scotia (1) in 2007-08.  These projects will improve safety and traffic flow on highways that are part of the National Highway System.

Border Crossing Transportation Initiative: The Highway 1 project on Vancouver Island in British Columbia was completed.  This project contributed to the enhancement of safety and efficiency of Vancouver Island highway system.

Intelligent Transportation Systems Initiative: The objective is to enhance the reliability and overall operating performance of the transportation system. In support of this objective, agreements have been concluded for deployment and integration projects. 31 ITS projects were completed, including the installation of over 40 new environmental sensor stations and the upgrade of 36 existing stations, the implementation of remote vehicle inspection stations for commercial vehicles, the completion of a feasibility and design study for a multi-agency centralized transportation management centre.

155,834 

80,407

24,057

39,576

19,755

4,302

155,834 

80,407

24,057

39,576

19,755

4,302

An evaluation of all SHIP components was undertaken in 2006-07.  The evaluation found that SHIP was consistent with federal government priorities and with TC's strategic outcomes and priorities,  that there was an ongoing need/demand for infrastructure funding provided by SHIP and that there was a necessary role for the federal government in the SHIP program.  The evaluation found indications that the SHIP program is contributing to improvement of the national highway system, but could not determine the extent of the contribution.  It was too early in the program to determine the extent to which the program had contributed to improved trade and economic development and a reduction in GHG emissions.  While generally the program was efficient and cost-effective, the evaluation found that there was potential for overlap between SHIP and other infrastructure programs and also made recommendations to improve performance measurement.  The results of the evaluation may be found at the following site: http://www.tc.gc.ca/corporate-services/des/reports/menu.htm

Transport Canada (TC) did not conduct an internal audit of this contribution program in 2007-08.  TC will determine whether an internal audit will be conducted, based on its risk-based audit planning process.  Copies of audit reports approved by the department’s Audit and Review Committee may be found at: http://www.tc.gc.ca/corporate-services/aas/audit/menu.htm

14,344 

14,596

18,232

18,999

18,998

(766)

14,344 

14,596

18,232

18,999

18,998

(766)

The evaluation, completed in 2005, found that the Outaouais Road Agreement (ORA) projects completed to date are only indirectly aligned with TC’s mandate for the national transportation system and that the ORA objectives are more closely aligned with the National Capital Commission’s mandate.  Although TC has the expertise to manage ORA projects, the evaluation found that its continued role as program manager is not the best fit, as the ORA program is not well aligned with TC’s mandate.  However, the ORA program has contributed to an improvement in the road system in the Outaouais if one accepts the assumption that project completion results in improvements.  It should be noted that concerns regarding the departmental mandate have been addressed through the creation of a Transport, Infrastructure and Communities Portfolio which brings under one Minister all infrastructure programs and the National Capital Commission.

http://www.tc.gc.ca/corporate-services/des/reports/2005/ora/menu.htm

Transport Canada (TC) did not conduct an internal audit of this contribution program in 2007-08.  TC will determine whether an internal audit will be conducted, based on its risk-based audit planning process.  Copies of audit reports approved by the department’s Audit and Review Committee may be found at: http://www.tc.gc.ca/corporate-services/aas/menu.htm

35,400 

36,277

38,000

38,000

32,306

5,694

35,400 

36,277

38,000

38,000

32,306

5,694

The evaluation in 2004 found that ACAP is in line with the current objectives of TC and of the Government of Canada, that most airports are not able to self-finance projects funded by ACAP and that there are no other sources of funding available for these projects. Also, ACAP met its objectives as it contributes to safety, asset protection and reduction of operating costs at funded airports. ACAP also contributes to the maintenance of a feeder airport system. The applicant and project eligibility criteria were appropriate. Some improvements to decision-making processes, particularly with respect to timeliness, are warranted. 

Another evaluation of the program began in the spring of 2008 and should be completed in 2009.

http://www.tc.gc.ca/corporate-services/des/reports/2004/acap/menu.htm  

Transport Canada (TC) did not conduct an internal audit of this contribution program in 2007-08.  Audits of selected projects were conducted in 2006-07.  Copies of audit reports approved by the department’s Audit and Review Committee may be found at: http://www.tc.gc.ca/corporate-services/aas/menu.htm

25,292 

13,080

8,100

12,670

12,437

(4,337)

25,292 

13,080

8,100

12,670

12,437

(4,337)

The evaluation, completed in 2004, found that the services provided by the Quebec North Shore and Labrador Railway and the Algoma Central Railway funded by this program meet the remote access justification as a rationale for federal government financial contributions.  However, the Ontario Northland Transportation Commission service does not.  The evaluation also found that all three services have good safety records and passengers are generally satisfied with the services provided.

Transport Canada completed an audit of this contribution program in 2003.   The report can be found at the following link: http://www.tc.gc.ca/corporate-services/aas/audit/2003/1577-03-007/menu.htm. 

52,790 

54,265

55,276

54,897

54,897

379

52,790 

54,265

55,276

54,897

54,897

379

Evaluation not required.

In 2007-08, TC conducted a follow-up internal audit, from audit carried out in 2001, of TC’s responsibilities governing the operations of the operation of the Bridge by the Northumberland Strait Crossing.  Overall, TC has effectively discharged its responsibilities as federal custodian of the Confederation Bridge and complied with the financial conditions surrounding the payment of the annual subsidy to Northumberland Strait Crossing and the approval of the toll rates and the toll structure.  Copies of the audit reports approved by the department’s Audit Review Committee may be found at:

http://www.tc.gc.ca/corporate-services/aas/audit/menu.htm

Implemented showcase demonstration in 8 municipalities across Canada.  As of the end of 2007/08, there were three showcase municipalities that have finished their projects (Halifax, Greater Toronto and Hamilton and Whitehorse) and four projects that are ongoing (Region of Waterloo, Vancouver, Winnipeg and Gatineau-Montreal).  Completed showcase municipalities report that projects are reaching their objectives to change travel behaviour, foster replication, and innovate in the delivering of urban transportation infrastructure and services.  All proponents cite the presence of the program as a critical factor in implementing the projects.  The program’s Information Network supports various learning events that focus on case studies and best practices from Canadian projects and initiatives:

• Developed 12 case studies and issue papers that highlight sustainable transportation practices and issues;
• Supported two awards programs: The Transportation Association of Canada's Sustainable Urban Transportation Award and The Federation of Canadian Municipalities' Sustainable Transportation Award;
• Sponsored the first national Transportation Demand Management Summit by the Association for Commuter Transportation of Canada.

Over eleven hundred stakeholders attended the sessions & workshops supported by the UTSP, which foster knowledge sharing and professional development.  The Information Network has established a comprehensive network for the dissemination of information on successful GHG reduction stretegies, including tools and resources for practioners and decision-makers, such as the Urban Transportation Emissions Calculator. 

For further information on the program including the most recent Annual Review please visit:

http://www.tc.gc.ca/utsp/

6,986 

3,841

9,712

9,712

6,687

3,025

6,986 

3,841

9,712

9,712

6,687

3,025

Due to various project and construction delays, total planned spending as forecasted in 2007-08 was not attained.

An evaluation of this program is scheduled for 2008-09.

Transport Canada (TC) did not conduct an internal audit of this contribution program in 2007-08.  TC will determine whether an internal audit will be conducted, based on its risk-based audit planning process.  Copies of audit reports approved by the department’s Audit and Review Committee may be found at:

http://www.tc.gc.ca/corporate-services/aas/audit/menu.htm

12,309

12,007 

-

1,189

1,132

(1,132)

12,309

12,007

-

1,189

1,132

(1,132)

The evaluation in 2005 found that the program aligned with federal priorities of regional disparity, increasing trade and promotion of social and economic development.  With the removal of the Crow Rate, the federal government role is no longer necessary.  The federal role was necessary when a shortfall in railway capacity to transport grain existed and was expected to increase, as neither the provinces nor the railways could meet demand for investment in the grain transportation system.  It found that the cars ensured the railways could meet commitments to transport grain and the grain shippers could meet peak sales requirements.  The cars increased grain-shipping efficiency and likely contributed to increased sales to overseas markets.  The evaluation also found that the lease of the 2,000 hopper cars was not the most cost-effective option available to the department and the Government of Canada chose this option despite alternate advice.

http://www.tc.gc.ca/corporate-services/des/reports/2006/hoppercars/menu.htm

<http://www.tc.gc.ca/corporate-services/aas/audit/2001/1577-01-005c/menu.htm>

58,665 

513 

0

34,500

16,004

(16,004)

58,665 

513 

0

34,500

16,004

(16,004)

An evaluation of the Port Divestiture Program was completed in October of 2007. The evaluation found that the program is aligned with federal government and departmental policies and priorities. It also found that it is unlikely that 100% divestiture of regional/local ports will occur. Finally, the report mentioned that there was a lack of data for evaluation, and that in order for future evaluations to occur, this gap of information would have to be bridged. It also recommended that the Guidelines and Directives for Port Divestiturebe revised.

http://www.tc.gc.ca/corporate-services/des/reports/2007/port/menu.htm

An internal audit will be performed in the coming year.  Copies of audit reports approved by the department’s Audit and Review Committee may be found at:

http://www.tc.gc.ca/corporate-services/aas/audit/menu.htm

• Passenger Rail and urban transit security in Canada is enhanced with respect to prevention, detection, response and recovery from terrorist attacks;
• Operators take up guidelines, technical advice and best practices for security enhancements as made available through the program; and
• Public confidence in the passenger rail and urban transit sector is increased

-

-

67,400

67,400

8,077

59,323

-

-

67,400

67,400

8,077

59,323

-

8,400

43,800

43,800

40,403

3,397

-

8,400

43,800

43,800

40,403

3,397

An evaluation is planned for 2010-11.

TC did not conduct an internal audit of this contribution program in 2007-08.  TC will determine whether an internal audit will be conducted, based on its risk-based audit planning process.  Copies of audit reports approved by the department’s Audit and Review Committee may be found at: http://www.tc.gc.ca/corporate-services/aas/audit/menu.htm

• The ecoMOBILITY program is a $10 million initiative that seeks to work with municipalities to help cut urban-passenger transportation emissions by encouraging commuters to choose public transit or other sustainable transportation options. Working with cities across Canada, this initiative will help develop programs, services and products that improve sustainable transportation options in urban areas.
• The ecoTECHNOLOGY for Vehicles Program includes in-depth testing and showcasing of advanced technologies vehicles in order to raise awareness and foster important new partnerships with the automotive industry and encourage the introduction of a broader range of environmental technologies in Canada.  The ecoENERGY for Personal Vehicles Program, delivered by NRCan will provide fuel consumption information and decision-making tools to encourage consumers to purchase fuel-efficient vehicles that are currently available in the market.  Together these two programs have a combined funding of $36 million.
• The ecoFREIGHT program, with $61 million in funding, features new steps to reduce the environmental and health effects of freight transportation through technology and will be delivered by Transport Canada and Natural Resources Canada (NRCan). These steps include addressing regulatory barriers, reducing fuel use and emissions, establishing a Freight Technology Demonstration Fund, providing cost-shared funding for the purchase and installation of proven technologies, building industry partnerships, and supporting up to four pilot projects to demonstrate the installation and use of shore-based power for marine vessels in Canadian ports.
• The ecoAUTO Rebate Program, announced in Budget 2007 as a two-year initiative of $160M and receiving additional funding for a total of $262.7, is a program to provide performance-based rebates to consumers who purchase fuel-efficient vehicles. It requires eligible vehicles to meet a performance standard or fuel consumption rating.  This is intended as an interim measure to increase consumer purchases of more efficient advanced technology vehicles before the new fuel-efficiency standards take effect with model year 2011.

• ecoAUTO:  For 6 months of operations in 2007-2008 (October 1 to March 31), over 75,000 applications were received, 66,000 applications were processed and over $71M in rebate payments was disbursed to 61,000 Canadians who purchased fuel-efficient vehicles.  Positive effects can also be seen in the automobile industry, as some manufactures have redesigned their most recent model year vehicles to improve fuel efficiency to meet the fuel consumption thresholds of ecoAUTO.  This has resulted in an increase from 21 to 32 vehicles configurations available in Canada, which qualify under the Program.
• ecoTechnology for vehicles:  In 2007-08, the eTV program began the procurement process to acquire the next generation of vehicles and technologies for testing and evaluation.  Efforts also focussed on establishing a solid strategic approach to evaluating promising environmental technologies and enhancing program knowledge of cutting-edge technological developments.The eTV technical team completed a global environmental scan of all emerging technologies and developed protocols for testing and evaluation. The outcome of these activities was a comprehensive strategic plan for the eTV program to acquire, test, evaluate and report on an array of advanced technologies over the coming year.   In addition, the program published a series of informative technical articles for the eTV website. Over 3,000 visitors per month accessed the eTV website in 2007-08.  The program 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 25,000 Canadians with information on advanced environmental technology for vehicles.
• ecoMobility:  In 2007-08, the contribution program for ecoMOBILITY was designed and launched.  Consultations with key stakeholder groups on program implementation were concluded and the Applicant’s Guide for the contribution program was prepared.  In February 2008, a request for proposals (RFP) was issued by Transport Canada for transportation demand management projects.
• ecoFREIGHT:  Two of the ecoFREIGHT programs (Freight Technology Demonstration Fund and the Freight Technology Incentives Program) were successfully launched in 2007-08 with their first funding rounds resulting in 23 total projects being selected under both programs.  The funding will support the demonstration and testing of technologies that have the potential to reduce emissions as well as the cost-shared installation of proven technologies that reduce emissions.

-

- 

- 

146,900 

71,342 

(71,342) 

-

- 

- 

146,900 

71,342 

(71,342) 

TC will determine whether an internal audit will be conducted, based on its risk-based audit planning process.  Copies of audit reports approved by the department’s Audit and Review Committee may be found at:  http://www.tc.gc.ca/corporate-services/aas/audit/menu.htm

Asia-Pacific Gateway and Corridor Initiative

Transport Canada

Transportation Policy Development and Infrastructure Programs

October 19, 2006

March 31, 2014

$1,001,000,000

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.  

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.
• 21^st 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.

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 (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.

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 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.

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. 

Marine Security

Transport Canada

Marine Security

Budget 2001

Ongoing

Not Applicable

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).
  

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.
  

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:

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.

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.

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.

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

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.

Anita Dagenais
Director, Border Policy Division
Public Safety Canada
991-4245
anita.dagenais@ps.gc.ca

1. Additional Fleet Operations: N/A
2. AIS & LRIT:

1. Variance between TB Sub and planned spending: International specifications and standards were approved much later than anticipated at the outset of the Project.
2. Variance between planned and actual spending: Re-baselining of the project was required due to the amalgamation of Phases 1 and 2.

1. Great Lakes/St. Lawrence Seaway Marine Security Operations Centre: N/A
2. Great Lakes/St. Lawrence Seaway Marine Security Enforcement Teams:

1. 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.

1. Acquisition of Great Lakes/St. Lawrence Seaway Mid-Shore Patrol Vessels

1. 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.
2. 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.

1. Enhanced Conservation & Protection Air Surveillance Flights: N/A

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

• Domain Awareness
• Respon-siveness
• Safeguarding
• Collaboration

• Domain Awareness
• Responsi-veness
• Safeguarding
• Collaboration

• Completion of Definition phase, issuing of RFP and start of Implementation phase

• Definition phase delayed

Lieutenant Commander Clark Patterson
DMPOR 5
Maritime Security
DND NDHQ
(613) 945-7941 patterson.ch2@forces.gc.ca

Stakeholders consistently expressed that there is value in developing a national active transportation strategy.  

Delivering 3 commuter options workshops per year to interested public and private employers, beginning in 2007-2008.

Goal 3 - Reduce greenhouse gas emissions. Goal 6 - Strengthen federal governance and decision making to support sustainable development.

Goal 2 - Clean Air – Clean air for people to breathe and ecosystems to function well.
Goal 3 - Reduce greenhouse gas emissions.

Goal 2 - Clean Air – Clean air for people to breathe and ecosystems to function well.
Goal 3 - Reduce greenhouse gas emission s.

Goal 2 - Clean Air – Clean air for people to breathe and ecosystems to function well.
Goal 3 - Reduce greenhouse gas emissions.

Goal 1 - Water – Clean and secure water for people, marine and freshwater ecosystems.

Goal 6 - Strengthen federal governance and decision making to support sustainable development.

Goal 3 - Reduce greenhouse gas emissions .
Goal 4 - Sustainable Communities – Communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations. Goal 5 - Sustainable development and use of natural resources. Goal 6 - Strengthen federal governance and decision making to support sustainable development.

Building Energy
Goal: To be a leader in the reduction of greenhouse gas and other air emissions through the optimization of energy efficiency and conservation, and the implementation of renewable energy technologies.

Vehicle Fleet
Goal: To be a leader in fleet management, so that planning, acquiring, managing and disposing of vehicles minimize negative effects on the environment.

Green Procurement
Goal: To be a leader by integrating environmental performance considerations into procurement including planning, acquisition, use and disposal.

Federal SD Goal:
Goal 6 - Strengthen federal governance and decision making to support sustainable development.

Achieved SDS Departmental Results for 2007-2008:
Key 2007-2009 SDS commitments, targets and indicators are included in the RPP on an annual basis.

Federal SD Goal:
Goal 6 - Strengthen federal governance and decision making to support sustainable development.

Achieved SDS Departmental Results for 2007-2008:
In 2007-2008, Transport Canada’s "Ongoing Executive Management Commitments" document was updated to reflect the requirement for Transport Canada’s SDS commitments to be implemented in an effective and timely manner. This will ensure that SDS targets are brought to the attention of senior managers as they develop their accountability accords.

Achieved SDS Departmental Results for 2007-2008:
As the development of the next SDS has not yet been initiated, SDSC meetings were not required in 2007-2008. However, the SDS Fund Subcommittee of the SDSC was convened at key stages of the SDS Fund Year 2 funding round.

Federal SD Goal:
Goal 6 - Strengthen federal governance and decision making to support sustainable development.

Achieved SDS Departmental Results for 2007-2008:
TC participated in the design and development of the Government of Canada Sustainable Development (SD) course. The first French SD Course was delivered through the CSPS on February 25, 2008 and the first English course on March 13, 2008.

Achieved SDS Departmental Results for 2007-2008:
An article on the Sustainable Development Strategy Fund was published on TC’s internal website. During 2007-2008 the department continued to hold its Sustainable Development course, to increase employee awareness of sustainable development and its application within Transport Canada.  The department also developed an on-line version of the Sustainable Transportation Lens, which will be launched in 2008-2009.

Achieved SDS Departmental Results for 2007-2008:
Transport Canada continues to prepare an SDS progress report that is supplemental to the Departmental Performance Report. A summary will be posted on the Transport Canada internet site.

2008 March Status Report of the Commissioner of the Environment and Sustainable Development - Chapter 8—Management Tools and Government Commitments—International Environmental Agreements

Canada has signed more than 100 international environmental agreements over the years, the Kyoto Protocol among them, committing it to act on crucial issues such as ocean pollution, fishery conservation, and the protection of endangered species.  For this status report, the OAG examined the federal government’s management of information on international environmental agreements to assess the progress it has made since 2004. Four departments were examined - Environment Canada, Fisheries and Oceans Canada, Transport Canada, and Foreign Affairs and International Trade Canada.

The government-wide audit assessed the extent of movement of public servants between the public service and ministers’ offices; and whether the staffing requirements of the Public Service Employment Act, the Public Service Employment Regulations, PSC policies and other applicable legislation were met for appointments of public servants returning from ministers’ offices.  The audit also assessed the risk to political impartiality.  Transport Canada was one of a number of departments included in this audit.  The audit covered the period April 1990 to September 2006, during which the PSC identified 157 persons who had been public servants before working as a minister’s staff and who returned to the federal public service.  The audit covered staffing practices under the previous PSEA, and the new legislation, which took effect December 31, 2005.

http://www.psc-cfp.gc.ca/adt-vrf/rprt/2007/mbmo-mecm/index-eng.htm#n4