2008-2009 DPRs - Horizontal Initiatives

Name of Horizontal Initiative: AgriInsurance (AI)

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

Lead Department Program Activity: Business Risk Management (BRM)

Start Date of the Horizontal Initiative: April 1, 2008

End Date of the Horizontal Initiative: March 31, 2012

Total Federal Funding Allocation (start to end date): $1.6 B

Description of the Horizontal Initiative (including funding agreement):

AI includes the Production Insurance program which will aim to reduce the financial impact on producers of production losses caused by uncontrollable natural perils.

Shared Outcome(s):

Expand production loss protection to a broader range of agricultural products to further reduce the need for ad hoc compensation.

Governance Structure(s):

AI is a provincial-territorial program to which the federal government contributes financially under the federal-provincial-territorial Growing Forward Agreement. Governance structure includes various national standards outlined in federal Production Insurance Regulations and federal-provincial-territorial committees (AgriInsurance and Business Risk Management Working Groups as well as Policy Assistant Deputy Ministers).

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date)	Planned Spending for 2008-09	Actual Spending for 2008-09	Planned Results for 2008-09	Results Achieved in 2008-09
AAFC	BRM	AgriInsurance	$1.6 B 2008-09 to 2011-12	$388.7 M	$549.9 M	Increased number of new programs and options available to farmers, including new plans for horticulture and livestock sectors. Increased producer participation in provinces and territories that have amended existing plans and that are implementing new plans and options.	The number of new programs increased by 13 and there are 19 more options available to farmers. The total coverage increased by $2.2 B and the acres insured increased by 3.4 M in provinces that have amended existing plans and/or are implementing new plans and options.
			Total $1.6 B	Total $388.7 M	Total $549.9 M

Note: Planned spending figures represent the amounts included in Main Estimates. It does not include any additional amounts that may be brought into the Department's reference levels.

Comments on Variances:

The increase in grant and contribution payments is as result of the substantial increase in premiums caused by the increase in grain prices which are reflected in the insurable values.

Results to be Achieved by Non-federal Partners (if applicable):

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

Contact Information:

Sheldon Friesen
A/Director
Production Insurance and Risk Management Division
Farm Financial Programs Branch
613-773-2068

Name of Horizontal Initiative: AgriInvest (Statutory)

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

Lead Department Program Activity: Business Risk Management (BRM)

Start Date of the Horizontal Initiative:

Agreements were signed with the provinces December 6, 2007, to implement the program for the 2007 program year.

End Date of the Horizontal Initiative:

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

Total Federal Funding Allocation (start to end date):

As the program is statutory and demand-driven, it is only possible to provide an estimate of the total cost of the program. The current estimate is that it will cost $847.1 M over five years (2007-08 to 2011-12 fiscal years).

Description of the Horizontal Initiative (including funding agreement):

AgriInvest allows producers to self-manage, through producer-government savings accounts, the first 15 per cent of their margin losses for a production year and/or make investments to reduce on-farm risks or increase farm revenues. Under the program, annual producer deposits of up to 1.5 per cent of their allowable net sales are matched by government deposits. Government deposits are cost-shared 60:40 by federal and provincial governments. In combination with the AgriStability program, AgriInvest is the successor to the Canadian Agricultural Income Stabilization (CAIS) program. AgriInvest replaces coverage for smaller income declines while AgriStability assists producers in managing larger losses.

AgriInvest provides producers with a secure, accessible, predictable, and bankable source of income assistance to address small drops in farm income and manage on-farm risks.

Authorities for the program include Section 4 of the Farm Income Protection (FIPA), as well as “Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy” and “Federal / Provincial / Territorial Agreement with Respect to AgriStability and AgriInvest”.

The program links to the new, 2009-10 departmental strategic outcome of “a competitive agriculture, agri-food and agri-based products sector that proactively manages risk” and the Government of Canada’s outcome of “Strong Economic Growth.”

Federal AgriInvest Website

AgriInvest in Quebec (La Financière agricole du Québec)

Shared Outcome(s):

To mitigate the impacts of smaller income losses through the availability of timely and predictable funds.

Governance Structure(s):

The AgriInvest program is part of the comprehensive Growing Forward agricultural policy framework developed by federal, provincial and territorial Ministers of Agriculture, and falls under the BRM priority. Program costs, including program payments and administrative costs, are cost shared by the federal government and the provinces on a 60:40 basis, respectively.

The AgriInvest program is delivered in Alberta, British Columbia, Saskatchewan, Manitoba, Ontario, New Brunswick, Nova Scotia, Newfoundland and Labrador, Prince Edward Island and Yukon by the federal government. Governments are currently working with financial institutions to set up the infrastructure necessary for them to establish and hold AgriInvest accounts. In Quebec, the AgriInvest program is delivered provincially by La Financière agricole du Québec.

Like the other BRM programs, the governance structure for the program consists of working groups and committees, including the federal-provincial-territorial (FPT) BRM Working Group and FPT Administrators Working Group, as well as the National Program Advisory Committee (NPAC) which includes FPT and industry representatives. These groups examine BRM policy and program issues and, as requested, develop options to be brought forward to senior management, including FPT Assistant Deputy Ministers (ADMs), Deputy Ministers and Ministers. NPAC provides advice through FPT ADMs.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date)	Planned Spending for 2008-09	Actual Spending for 2008-09	Planned Results for 2008-09	Results Achieved in 2008-09
AAFC	BRM	AgriInvest	$847.1 M (for fiscal years 2007/08 to 2011/12)	$170.5 M	$197.4 M	Reduce producers income loss through participation in BRM programs	As of March 31, 2009, approximately $525 M has been made available to producer to seed their AgriInvest accounts through the federal Kickstart initiative. As of this date, approximately $291 M had been withdrawn and $234 M remained in accounts for producers to access when needed to address small income losses and to invest in their farming operations. On March 31, 2009, federal program administrators began mailing out letters notifying participants of their benefits under 2007 AgriInvest, their total account balances and how to access the funding in their accounts. Work continues toward full implementation of AgriInvest, where producer deposits and government contributions will be held by financial institutions for the 2009 program year.
			Total: $847.1 M (See note)	Total: $170.5 M (See note)	Total: $197.4 M

Note:
Planned spending figures represent the amounts included in Main Estimates. Spending reflects all costs incurred by the department (salary, operating, transfer payments). See also the related horizontal initiative on AgriStability, AgriInsurance, and AgriRecovery.

Comments on Variances:

AgriInvest is demand-driven, rather than being funded from a set allocation for each fiscal year. Although the administrative costs of the program remain relatively constant, the variance of the year-to-year grant and contribution payments is directly related to both participation and commodity prices, as producer deposits and government contributions are based on a percentage of their income generated from the sale of commodities for a production year.

The variance between planned and actual spending for 2008-09 can be largely attributed to an increase in the value of grains and oilseeds for the 2007 production year, which resulted in higher than anticipated allowable net sales.

A performance measurement framework is in place for the new BRM suite, which includes performance indicators and targets. Federal and provincial governments are now working to collect the information necessary for reporting and expect to be ready to report on the performance of the new suite of programs in early 2010.

Results to be Achieved by Non-federal Partners (if applicable):

Coordination of program oversight and delivery with the federal government will ensure that the program is delivered consistently across provinces and that program objectives and reporting requirements are met.

Contact Information:

Danny Foster
Director General
BRM Program Development
613-773-2100

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

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

Lead Department Program Activity:  Business Risk Management (BRM)

Start Date of the Horizontal Initiative:

On December 6, 2007, program authorities were obtained to implement the ADRP under the AgriRecovery disaster relief framework beginning with the 2007-08 fiscal year.

End Date of the Horizontal Initiative:

Program authorities for the ADRP expire on March 31, 2011.

Total Federal Funding Allocation (start to end date):

Authorities for the program consist of $440.7 M over four years (2007-08 to 2010-11 fiscal years). This funding is sourced from the $500 M per year in incremental funding for agriculture established in the 2006 federal budget.

Description of the Horizontal Initiative (including funding agreement):

AgriRecovery facilitates the process for federal, provincial and territorial governments to provide short-term, timely assistance to help producers quickly re-establish their income stream and contain the long-term impacts after a small- to mid-size disaster (e.g. disease, pest, weather). Programs under AgriRecovery are developed on a case-by-case basis after an assessment is completed and it is determined that there is need for assistance not covered by existing programs, such as AgriInvest, AgriStability and AgriInsurance.

Under AgriRecovery, the ADRP helps focus the coordination effort, providing fast-tracked programs of up to $20 M (up to $122.6 M per fiscal year) to quickly fund initiatives under AgriRecovery. Programming not eligible under the ADRP may still utilize the AgriRecovery framework and approval from Treasury Board would be required.

Authorities for the program include sub-section 12(5) of the Farm Income Protection Act (FIPA), as well as various agreements for individual programming developed under AgriRecovery. The program links to the Security of the Food System Strategic Outcome in the 2008-09 Program Activity Architecture (and to the new, 2009-10 departmental strategic outcome of a competitive agriculture, agri-food and agri-based products sector that proactively manages risk) and the Government of Canada’s outcome of Strong Economic Growth.

Links to the federal AgriRecovery Website

Shared Outcome(s):

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

Governance Structure(s):

The AgriRecovery framework, including the ADRP, is part of the comprehensive Growing Forward policy framework developed by federal, provincial and territorial Ministers of Agriculture, and falls under the Business Risk Management priority. Under the ADRP, program costs, including program payments and administrative costs, are expected to be cost-shared by the federal government and the provinces on a 60:40 basis, respectively. For AgriRecovery programming outside the ADRP, funding options are negotiated with the provinces on a case-by-case basis.

Like the other BRM programs, the governance structure for the program consists of working groups and committees, including the federal-provincial-territorial (FPT) BRM Working Group and FPT Administrators Working Group, as well as the National Program Advisory Committee (NPAC) which includes FPT and industry representatives. These groups examine BRM policy and program issues and, as requested, develop options to be brought forward to senior management, including FPT Assistant Deputy Ministers (ADMs), Deputy Ministers and Ministers. NPAC provides advice through FPT ADMs.

Specific to AgriRecovery and the ADRP are FTP Task Teams, which are initiated on a case-by-case basis when requested to analyze a disaster and its impacts and, if needed, develop options for an individual disaster assistance program to be brought forward to participating FTP Ministers.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date)	Planned Spending for 2008-09	Actual Spending for 2008-09	Planned Results for 2008-09	Results Achieved in 2008-09
AAFC	BRM	AgriRecovery (including the ADRP)	$440.7 M ($72.9 M for FY 2007/08 and $122.6 M per year for FYs 2008/09 to 2010/11)	$122.6 M	$56.3 M (see Comments on Variance)	Reduce producers income loss through participation in BRM programs	The ADRP has demonstrated its flexibility and ability to meet the objectives of providing timely assistance to minimize/contain the impacts of disasters on agricultural producers, address disaster-specific costs and losses not covered by other government programs and help farming operations return to business operations more quickly. During the 2008-09 fiscal year, AgriRecovery was utilized by federal and provincial governments to respond to six disasters, including the Duponchelia moth in Ontario, Golden Nematode in Alberta, Bovine Tuberculosis in British Columbia, drought in areas of Saskatchewan and Manitoba and flooding in Manitoba and Prince Edward Island.
			Total: $440.7 M (See note 1 and  2)	Total: $122.6 M	Total: $56.3 M (see Comments on Variance)

Notes:

1. Planned spending figures represent the amounts included in Main Estimates and approved Treasury Board Submissions. See also the related horizontal initiative on AgriInsurance, AgriStability and AgriInvest.
2. Under AgriRecovery funding is secured for the 2007/08 to 2011/12 fiscal years; however, authorities for the ADRP, which may utilize AgriRecovery funding, currently expire on March 31, 2011.
3. The Plum Pox Eradication Program includes two components. The survey/research component which accounts for $6.2 M annually and the financial assistance component which is $2.4 M annually. The annual $2.4 M allocation is sourced from funding available for the AgriRecovery. This amount is reported as part of the costs for that program and is not included in the numbers above.

Comments on Variances:

Actual spending for 2008-09 includes total spent for completed programs (Duponchelia, Alberta Potatoes and Bovine TB) and the full funding for programs which have had their unspent funding put into Payables at Year End (PAYE) accounts (Manitoba Forage, Manitoba Forage Restoration and Feed Assistance, PEI Potatoes, and Saskatchewan Drought). Actual spending for all programs to date is estimated at $19.2 M, the rest is currently in PAYE accounts. Actual spending is approximately one-half of the planned spending. This is due to the unpredictable nature of both the occurrence and scope of agricultural disasters.

A performance measurement framework is in place for the new BRM suite, which includes performance indicators and targets. Federal and provincial governments are now working to collect the information necessary for reporting and expect to be ready to report on the performance of the new suite of programs in early 2010.

Results to be Achieved by Non-federal Partners (if applicable):

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

Contact Information:

Danny Foster
Director General
BRM Program Development
613-773-2100

Name of Horizontal Initiative: AgriStability (Statutory)

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

Lead Department Program Activity: Business Risk Management (BRM)

Start Date of the Horizontal Initiative:

Agreements were signed with the provinces December 19, 2007, to implement the program for the 2007 program year.

End Date of the Horizontal Initiative:

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

Total Federal Funding Allocation (start to end date):

As the program is statutory and demand-driven, it is only possible to provide an estimate of the total cost of the program. The current estimate is that it will cost $3,189 M over five fiscal years (2007-08 to 2011-12 fiscal years).

For the period of 2007-2008, the funding in the amount of $607.5 M pertains to the Canadian Agriculture Income Stabilization (CAIS) program which preceded AgriStability.

Description of the Horizontal Initiative (including funding agreement):

AgriStability is one of the four core pillars that make up the Business Risk Management Suite under Growing Forward.

AgriStability is a margin-based program that provides support when a producer experiences larger farm income losses, which are drops in their margin (eligible farm income, less eligible farm expenses), for the program year of more than 15 per cent of the producer's average margin from previous years (i.e., their reference margin). Thus a payment is triggered under the program when a producer’s program year margin drops below 85 per cent of the reference margin. AgriStability also includes coverage for negative margins, as well as mechanisms to advance a participant a portion of their expected payment during the year when a significant decline in income is expected (interim payments and Targeted Advance Payments). In combination with the AgriInvest program, it is the successor to the CAIS program. AgriInvest replaces coverage for smaller income declines while AgriStability assists producers in managing larger losses.

Authorities for the program include Section 4 of the Farm Income Protection Act (FIPA), as well as “Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy” and “Federal / Provincial / Territorial Agreement with Respect to AgriStability and AgriInvest.”

The program links to links to the Security of the Food System Strategic Outcome in the 2008-09 Program Activity Architecture (and to the new, 2009-10 departmental strategic outcome of a competitive agriculture, agri-food and agri-based products sector that proactively manages risk) and the Government of Canada's outcome of Strong Economic Growth.

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

Shared Outcome(s):

To mitigate the impacts of larger income losses with margin protection.

Governance Structure(s):

The AgriStability program is part of the comprehensive Growing Forward agricultural policy framework developed by federal, provincial and territorial Ministers of Agriculture, and falls under the BRM priority. Program costs, including program payments and administrative costs, are cost shared by the federal government and the provinces on a 60:40 basis, respectively.

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

Like the other BRM programs, the governance structure for the program consists of working groups and committees, including the federal-provincial-territorial (FPT) BRM Working Group and FPT Administrators Working Group, as well as the National Program Advisory Committee (NPAC) which includes FPT and industry representatives. These groups examine BRM policy and program issues and, as requested, develop options to be brought forward to senior management, including FPT Assistant Deputy Ministers (ADMs), Deputy Ministers and Ministers. NPAC provides advice through FPT ADMs.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date)	Planned Spending for 2008-09	Actual Spending for 2008-09	Expected Results for 2008-09	Results Achieved in 2008-09
AAFC	BRM	AgriStability	$3,189 M for the fiscal years 2007-08 to 2011-12 ($607.5 M pertains to the period of 2007-08 for CAIS which preceeded AgriStability)	$699.3 M	$377.0 M	Reduce producers' income loss through participation in BRM programs	AgriStability payments are based on tax information for the program year. Although much of the processing of payments for the first year of AgriStability (2007 program year) was done in the 2008-09 fiscal year, processing will be finalized and performance data will be tallied in the 2009-10 fiscal year. Performance data collected in 2008-09 related to the 2006 CAIS program. The program covered 52 per cent of Canadian producers (including those in the supply-managed sectors), representing 66 per cent of total market revenue. Although this is below the target of 75 per cent, it still represents a significant portion of the industry. It is also anticipated that participation will improve under the new suite of BRM programs. 40 per cent of participants received a payment under the 2006 CAIS program, which contributed to increasing the margins of participants from 60 per cent of their reference margins to 86 per cent. This was above the target of 80 per cent. With respect to the processing of 2007 and 2008 AgriStability payments: Where requested by provinces, the Targeted Advance Payments (TAPs) mechanism provided quicker access to these payments for hog and cattle producers ($98 M to 1,713 hog producers for 2007 and $166 M to 3,767 hog and cattle producers for 2008). Changes such as deeper negative margin coverage and an improved inventory valuation method are also expected to benefit those faced with declining incomes and consecutive years of loss. Details of the processing of payments under AgriStability will be provided in 2009-10.
			Total $3,189 M for the fiscal years 2007-08 to 2011-12	Total $699.3 M (See note)	Total $377.0 M

Note: Planned spending figures represent the amounts included in Main Estimates. It does not include any additional amounts that may be brought into the Department's reference levels. Spending reflects all costs incurred by the department (salary, operating, transfer payments). See also the related horizontal initiative on AgriInvest, AgriInsurance and AgriRecovery.

Comments on Variances:

AgriStability is demand-driven rather than funded from a set allocation for each fiscal year. Although the administrative costs remain relatively constant, the variance of the year-to-year grant and contribution payments is directly related to participation and the needs of the agriculture industry. As such, in good years, the program will cost governments less, while in bad years (i.e., years with dropping commodity prices, disasters, etc.) the costs of the program will be higher.

The variance between planned and actual spending for 2008-09 can be largely attributed to an increase in the value of grains and oilseeds for the 2007 production year. Historically, grains and oilseeds have accounted for a significant portion of coverage under CAIS and higher prices in the sector resulted in both reduced participation and a decrease in the number of payments being triggered as margins in the sector increased.

A performance measurement framework is in place for the new BRM suite, which includes performance indicators and targets. Federal and provincial governments are now working to collect the information necessary for reporting and expect to be ready to report on the performance of the new suite of programs in early 2010.

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

Coordination of program oversight and delivery with the federal government will ensure that the program is delivered consistently and that program objectives and reporting requirements are met.

Contact information:

Danny Foster
Director General
BRM Program Development
613-773-2100

Name of Horizontal Initiative:  Canadian Agricultural Skills Service (CASS)

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

Lead Department Program Activity:  Innovation and Renewal

Start Date of the Horizontal Initiative:  April 1, 2003 

End Date of the Horizontal Initiative:  March 31, 2008, extended to March 31, 2009 (Program has ended)

Total Federal Funding Allocation (start to end date):  $74.58 M over six years

Description of the Horizontal Initiative (including funding agreement):

Farmers and/or their spouses were offered assistance for skills development and access to training that could result in increased on-farm or off-farm income. Assistance was provided to develop an individual learning plan and to access training in areas such as improved farm practices and farm business management including accounting, finance, human resource management; training for other employment; or training to acquire skills for starting a new business. Financial support for training such as tuition fees for courses, supplies for courses as well as travel and accommodation was also provided. Further details.

Shared Outcome(s):

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

Governance Structure(s):

Program development with Renewal federal/provincial/territorial working group. Program delivery by Human Resources and Social Development Canada (HRSDC), provincial governments and third-party delivery agents.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date)	Planned Spending for 2008-09	Actual Spending for 2008-09	Planned Results for 2008-09	Results Achieved in 2008-09
AAFC/Human Resources and Social Development Canada (HRSDC)	Innovation and Renewal	Canadian Agricultural Skills Service	$74.58 M	$12 M	$16.3 M	(1) Increased implementation by low-income farmers and farm families of skills-based income strategies (2) Farmers express satisfaction with CASS	(1) 65% have decided to budget for training in the future, compared to 21% in the past. (2) 89% expressed satisfaction with CASS.
			Total $74.58 M	Total $12 M	Total $16.3 M

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

Comments on Variances:

The delivery of CASS was in its fourth year in 2008-09. Increased awareness of the program, combined with the CASS cross compliance requirement under the Canadian Farm Families Options Program, resulted in higher uptake than originally anticipated for 2008-09.

Results to be Achieved by Non-federal Partners (if applicable):

CASS was delivered through agreements with five provinces (Ontario, Manitoba, Saskatchewan, Alberta, and Prince Edward Island) and through HRSDC (Service Canada) in the remaining four provinces and the Yukon (CASS was not available in Quebec and only available on demand in Nunavut and Northwest Territories). Provinces that previously delivered the CASS program continued to do so, thereby contributing to AAFC's expected results for the program. Non-federal partners also continued to participate in the Renewal federal-provincial-territorial (FPT) working group, where program issues were addressed as the program entered its last stages. Planning and execution were done jointly (federally and provincially/territorially), so provincial and territorial results to be achieved are aligned.

Contact Information:

Johanne Métayer
Director
Renewal Division
Farm Financial Programs Branch
613-773-2006

Name of Horizontal Initiative: MOU with Canadian Food Inspection Agency (CFIA) on Food Safety System Recognition

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

Lead Department Program Activity: Food Safety and Food Quality

Start Date of the Horizontal Initiative:

Original start date under Agricultural Policy Framework was April 1, 2003. The start date for this 2008-09 MOU is April 1, 2008.

End Date of the Horizontal Initiative:

The end date is March 31, 2009. A new four-year MOU under Growing Forward is expected to be signed during 2009-10.

Total Federal Funding Allocation (start to end date): $12.4 M over six years

Description of the Horizontal Initiative (including funding agreement):

The following Food Safety System Recognition initiative will be performed by the CFIA under the MOU during 2008-09:

The System Recognition initiative will provide government recognition of on-farm and post-farm food safety systems developed by national industry organizations. The CFIA will continue the development and delivery of food safety system recognition programs and provide scientific and technical advice to support food safety system development based on Hazard Analysis Critical Control Points (HACCP).

The four elements of this initiative are:

• On-Farm Food Safety Recognition Program
• Post-Farm Food Safety Recognition Program
• Scientific and Technical Support
• Other Activities in support of food safety system development

Shared Outcome(s):

1. protecting human health by reducing exposure to hazards; and
2. increasing consumer confidence in the safety and quality of food produced in Canada

Governance Structure(s):

The overall administration of the MOU is delegated to the Director General, Agriculture Transformation Programs Directorate, AAFC and the Executive Director, Food Safety and Consumer Protection Directorate, CFIA.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date)	Planned Spending for 2008-09	Actual Spending for 2008-09	Expected Results for 2008-09	Results Achieved in 2008-09
AAFC	Food Safety and Food Quality	Work performed by CFIA	n/a	n/a	n/a	n/a	n/a
CFIA	Food Safety and Public Health	On-Farm Food Safety Recognition Program (OFFSRP)	$10.0 M for 2003-04 to 2007-08 under APF and $2.4 M for 2008-09 under the first year (continuity) of Growing Forward	$2.4 M	$2.4 M	OFFSR Development The latter stages of the OFFSRP piloted in consultation with industry and FPT governments	Latter stages of the recognition process were ready to pilot pending decision by FPT committees on implementation options regarding audits and assessments.
						Training to industry and government partners on details of above processes provided	Training was delayed until the above decision made.
						Implementation On-going technical review of industry-submitted generic HACCP models and producer manuals	Technical review was completed for 1 industry-submitted generic HACCP model and producer manual, and 2 more were initiated.
						On-going technical review of industry procedures manual, management system documents and associated manuals	Technical review was completed for 1 industry-submitted management manual and associated materials.
		Post-Farm Food Safety Recognition Program (PFFSRP)				Options for a post-farm food safety recognition program developed	Options for a post-farm food safety recognition program are developed and ready for review by FPT committees and industry groups.
		Scientific and Technical Support				Timely scientific and technical advice to AAFC and AAFC stakeholders provided	Timely scientific and technical advice was provided to AAFC and AAFC stakeholders.
		Other Activities in support of food safety system development				Hazard Data Base (HDB) The web-based application developed and implemented for the provision of the HDB technical information to stakeholders to facilitate the development of generic HACCP models	Hazard Data Base user acceptance data testing complete. Analysis of test results to be finalized.
						Generic Models On-farm and/or post-farm HACCP generic models for identified products developed	Generic HACCP models for moulded chocolate and fresh alimentary paste were fully developed and released to stakeholders.
						Guidelines Reference documents for on-farm and/or post-farm that will serve as a tool for industry regarding the safety of identified products/ commodities developed	Food Safety Practices Guidance documents for moulded chocolate and fresh alimentary paste were fully developed and released to stakeholders.
		Medicated Feeds Regulations				Medicated Feeds Regulations Regulatory text developed and regulations implemented.	Due to changing priorities, Medicated Feeds Regulations Initiative expired on March 31, 2008 and therefore was not funded in 2008-09. Originally, $17M was allocated to this element and transferred to CFIA.
			Total $12.4M	Total $ 2.4 M	Total $ 2.4 M

Comments on Variances:

Piloting of the final stages of the OFFSRP was delayed due to the competing priorities of Growing Forward and Food Safety Action Plan and re-structuring within the responsible FPT committees. User acceptance testing analysis must be finalized to complete HDB project.

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

Contact information:

Shelley Monlezun
Director Food Safety and Traceability Programs Division
613-773-1930

Dr. Robert Charlebois
Executive Director
Food Safety and Consumer Protection Directorate
Canadian Food Inspection Agency
613-773-5445

Name of Horizontal Initiative: Co-operatives Secretariat (Co-operative Development Initiative)

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

Lead Department Program Activity: Rural and Co-operatives Secretariat

Start Date of the Horizontal Initiative: April 1, 2003

End Date of the Horizontal Initiative: March 31, 2009 (Renewed to March 31, 2013)

Total Federal Funding Allocation (start to end date): $22.0 M over six years

Description of the Horizontal Initiative (including funding agreement):

The Co-operatives Secretariat was established in 1987 to help the Government of Canada respond more effectively to the concerns and needs of Canadian co-operatives. The Secretariat advises the government on policies affecting co-operatives, co-ordinates the implementation of such policies, promotes co-operatives within the federal government, and provides a link between the co-operative sector and the many federal departments and agencies with which they interact. The Co-operatives Secretariat is managing the Co-operative Development Initiative (2003-09) and the Agricultural-Co-operative Development Initiative 2006-09.

Shared Outcome(s):

The end outcome of the Government of Canada with respect to co-operatives is the expanded use of the co-operatives model to enhance the economic growth and social development of Canadian rural and urban society. The objectives are to:

1. raise awareness of the co-operative model and of the role that co-operatives can play in both social and economic development;
2. promote policies, programs and legislation that support co-operatives development to achieve federal policy objectives, and greater harmonization of efforts; and
3. encourage the growth of existing co-operatives and the creation of new co-operatives to meet the social and economic needs of Canadians.

Governance Structure(s):

The Co-operatives Secretariat was created to improve the relationship between Canadian co-operatives and federal departments and agencies. Formal mechanisms for collaboration include the Interdepartmental Committee on Co-operatives, dialogue with provincial collaborators and sector working groups. The Co-operatives Secretariat acts as a coordinator for interaction between the government and the co-operative sector. The Secretariat is headed by a Director, and is part of the Rural and Co-operatives Secretariat within AAFC. For more details on the functions of the Secretariat, visit their website.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date)	Planned Spending for 2008-09	Actual Spending for 2008-09	Expected Results for 2008-09	Results Achieved in 2008-09
AAFC/ Co-operatives Secretariat The Co-operatives Secretariat is liaising with key departments and agencies with legislation, policies and programs affecting co-operatives. A listing of the 17 departments is available upon request.	Co-operative Development Initiative (CDI): - Advisory Services - Innovation & Research   Agricultural Co-operative Development Initiative (Ag-CDI)	Not applicable	$22.0 M (for fiscal years 2003-04 to 2008-09)	$5.1 M	$5.4 M	Innovative Canadian communities benefiting from economic opportunity	Partnership with the co-op sector in CDI program delivery was enhanced by broadening services delivered by the sector. Progress was made to develop a partnership approach involving the sector and academics in building a common research agenda on co-operatives. Under Ag-CDI, farmers and rural communities were provided with assistance to establish bio-fuel and value added agricultural projects. During the program 45 co-operatives were supported. In addition, the capacity to support the development of agricultural co-operatives was enhanced through creation of tools, learning exchange activities, and research activities which empowered farmers, agricultural stakeholders and communities.
			Total $22.0 M	Total $5.1 M	Total $5.4 M

Comments on Variances: Spent $300K more than projected to enhance CDI Advisory Services

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

Contact information:

Donna Mitchell
Executive Director
Rural and Co-operatives Secretariat
613-759-7113

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

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

Lead Department Program Activity: Markets and International

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

End Date of the Horizontal Initiative: March 31, 2008 (extended until March 31, 2009 while an updated MOU was drafted).

Total Federal Funding Allocation (start to end date): $55.464 M

Description of the Horizontal Initiative (including funding agreement):

The aim of the Program Activity Markets and International is to contribute to the Strategic Outcome (Security of the Food System) through expanding international opportunities for the Canadian agriculture and agri-food sector. Activities under this MOU contributed to the maintenance and development of a competitive agriculture and agri-food sector that has the necessary attributes to position itself strategically to take advantage of new market opportunities, and/or to reposition itself to protect against changing market risks.

A key objective of the Agricultural Policy Framework (APF) International component was to strengthen Canada's market access and market development capacity and gain recognition for Canada's world-leading capabilities to meet the quality demands of highly segmented and increasingly competitive global markets.

This MOU established the operational principles, management practices and performance measurement criteria for the 34 agriculture and agri-food specialist positions in Canadian Embassies and High Commissions located in key export markets. The agricultural specialist's role is to enhance the delivery of services to Canadian agricultural exporters in areas such as agriculture and agri-food business development, investment promotion, market access and advocacy, and market penetration. These 34 positions were transferred to AAFC on April 1, 2008 as a result of the expiry of the MOU respecting how the two departments would manage the positions. However, the two departments saw value in renegotiating a new MOU in 2008-09 which focused on a joint, comprehensive platform to strengthen and enhance the contribution of the two departments to Canada's success in international commerce for agriculture and agri-food products and to advance the interests of Canada in the global market place. The new MOU takes into account the international component of AAFC's Growing Forward framework agreement and DFAIT's Global Commerce Strategy.

Shared Outcome(s):

1. Improved capacity within the Trade Commissioner Service in each department to deliver in-market support to Canadian agricultural exporters;
2. Increased recognition in targeted markets of Canada-branded food and agriculture products, recognizing Canada's ability to supply high-quality, safe and innovative products produced in an environmentally responsible manner; and
3. Improved market access in key markets for Canadian agri-food and agriculture products.

Governance Structure(s): Joint Management Council of Assistant Deputy Ministers

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date)	Planned Spending for 2008-09	Actual Spending for 2008-09	Planned Results for 2008-09	Results Achieved in 2008-09
AAFC	Markets and International	Negotiation of a new MOU	$0 M	$0 M	$0 M	Interdepart-mental relationship and roles clarified; investment for subsequent years agreed	An updated bilateral MOU guiding the relationship and shared interests between AAFC and DFAIT was negotiated as a draft in 2008-09 and will be signed in 2009-2010.
		Agriculture and Food Trade Commissioners (formerly Agriculture and Agri-Food Specialists Abroad) program was extended by one year pending the approval of Growing Forward by the Treasury Board	$42.5 M for 2003-04 to 2007-08, and $7.5 M for a one year extension for 2008-09	$7.5 M	$7.5 M	Agriculture and Food Trade Commissioners deliver in-market support to Canadian exporters, contributing to market development, improved market access and promotion of the Canada brand for food and agriculture.	Agriculture and Food Trade Commissioners contributed to an increase in exports of Canadian agriculture, food and beverage products of 20%, from $35 B in 2007-08 to $42.5 B in 2008-09.
DFAIT	International Commerce	Client Service Fund (CSF)	$0.464 M	$0.464 M	$0.563 M	Support initiatives related to agriculture, food and seafood sector	Local market CSF was used to leverage funds from the private sector, provinces and AAFC (amounts included above) for specific activities related to increasing exports for the sector.
		North America Partnership Program (NAPP)	$5.0 M for 2008-09 to 2012-13	$1.0 M	$1.0 M	Agriculture and Food Trade Commissioners deliver in-market services to industry, and market development/ promotion and trade advocacy in United States markets	The $1.0 M was used to fund 4 positions in US missions and to conduct specific activities in US markets aimed at increasing exports to the US.
			Total $55.464 M	Total $8.964 M	Total $9.063 M

Comments on Variances:

Sixty-six DFAIT Missions abroad allocated in total $0.1 M more funds under their Client Service Fund allocations to the agriculture, food and seafood sectors due to growing interest from companies (as measured by greater financial partnership in local market initiatives by companies), often resulting in a consequent changing priority for the sector in some markets abroad.

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

Contact information:

Bruce Howard
Director, Agriculture and Food Trade Commissioner Service
613-773-1571

Name of Horizontal Initiative: Farm Business Services

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

Lead Department Program Activity: Innovation and Renewal

Start Date of the Horizontal Initiative: April 1, 2003

End Date of the Horizontal Initiative: March 31, 2008, extended to March 31, 2009 (Program has ended)

Total Federal Funding Allocation (start to end date): $109.0 M over six years

Description of the Horizontal Initiative (including funding agreement):

These services provided eligible farmers with access to financial consultants who helped them assess their finances and develop succession, action plans and business plans (financial, marketing, value-added). Further details can be found at the following web link.

Shared Outcome(s):

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

Governance Structure(s):

Program development and performance measurement by Renewal federal/provincial/territorial working group.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date)	Planned Spending for 2008-09	Actual Spending for 2008-09	Planned Results for 2008-09	Results Achieved in 2008-09
AAFC	Innovation and Renewal	a.  Canadian Farm Business Advisory Services (CFBAS), which has two phases:
		i. Farm Business Assessment (FBA)	$55.8 M over six years, 2003/04-2008/09	$8.8 M	$10.2 M	(1) Increased implementation by farmers of business development strategies (2) Farmers are satisfied with programs.	(1) 85% would consider using a consultant in the future (25% were budgeting for this). (2) 88% were satisfied with the FBA program.
		ii.  Specialized Business Planning Services (SBPS)	$26.5 M over six years, 2003/04-2008/09	$3.1 M	$3.2 M	(1) Increased implementation by farmers of business development strategies (2) Farmers are satisfied with programs	(1) 92% would consider using a consultant in the future (62% were budgeting for this). (2) 89% were satisfied with the program.
		b. Planning and Assessment for Value-Added Enterprises (PAVE)	$26.7 M over six years, 2003/04-2008/09	$.4 M	$.4 M	(1) Increased implementation by farmers of business development strategies (2) Farmers are satisfied with programs	(1) 91% would consider using a consultant in the future (45% were budgeting for this). (2) 70% were satisfied with the program.
			Total $109 M over six years, 2003/04-2008/09	Total $12.3 M	Total $13.8 M

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

Comments on Variances:

Increased awareness of the FBA program, combined with the FBA cross compliance requirement under the Canadian Farm Families Options Program, resulted in higher uptake than originally anticipated for 2008-09 (uptake of SBPS and PAVE was similar to previous years).

Results to be Achieved by Non-federal Partners (if applicable):

Delivery was primarily federal. Non-federal partners delivered Renewal programs where collateral agreements were signed (Quebec and the First Nations Agricultural Council of Saskatchewan Inc.). Non-federal partners participated in the Renewal federal-provincial-territorial working group, where program issues were addressed. Planning was done jointly (federally and provincially) so provincial results to be achieved do not differ.

Contact Information:

Johanne Métayer
Director
Renewal Division
Farm Financial Programs Branch
613-773-2006

Name of Horizontal Initiative: Rural Development

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

Lead Department Program Activity: Rural and Co-operative Secretariats

Start Date of the Horizontal Initiative: April 1, 2003

End Date of the Horizontal Initiative: March 31, 2008, extended until March 31, 2009 (A renewed Canadian Rural Partnership was approved at the end of the year.)

Total Federal Funding Allocation (start to end date): $ 71.6 M over six years

Description of the Horizontal Initiative (including funding agreement):

The Rural Secretariat, through the Canadian Rural Partnership (CRP), helps government to better understand the issues and concerns of rural Canadians and to encourage federal departments and agencies to adjust policies, programs and services to reflect the unique needs of rural communities. Through the CRP, the Government of Canada aims to enhance the quality of life for rural Canadians.

Shared Outcome(s):

The outcome is to enable rural communities to use their innovative capacity to capture the value of local amenities and achieve greater local economic competitiveness. It is based on the following six guiding principles:

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

Governance Structure(s):

The CRP is managed by the Rural Secretariat. It contributes to raising awareness and inclusion of rural Canada in federal policies and programs. For example:

• The Rural Development Network, a policy maker forum, involves 27 federal departments and agencies;
• The National Rural Research Network brings together research partners from both academia and government to focus on enhancing knowledge about rural issues to better inform policy making;
• The Community Information Database, a free web based resource, provides comprehensive and reliable information on economic, social and demographic factors at the community level to support decision making and action; and
• The Rural Partnership Development Program funds activities that encourage collaborative economic activities at the community level.

These efforts are reinforced by Rural Teams in each province and territory comprised of federal government representatives; most teams also include members from the provincial or territorial government and/or sectoral stakeholders.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date)	Planned Spending for 2008-09	Actual Spending for 2008-09	Planned Results for 2008-09	Results Achieved in 2008-09
AAFC/Rural Secretariat A listing of the 27 departments and agencies part of the Rural Development Network	Rural and Co-operative Secretariats	The Canadian Rural Partnership (CRP)	$71.6 M for fiscal years 2003-04 to 2008-09	$11.6 M	$9.9 M	Innovative Canadian communities benefiting from economic opportunity New policies and programs that address rural issues	The Rural Secretariat was instrumental in developing partnership projects, such as the Nunavut Economic Forum, to advance Rural Canada’s social and economic agendas. A renewed CRP was approved at the end of the year.
			Total $71.6 M	Total $11.6 M	Total $9.9 M

Comments on Variances:

Spending under Grants and Contributions were $1.8 M lower than planned due to the fact that the period for program intake was shorter than expected, and that funding was limited to short term projects because of the one-year funding extension to the program.

Results to be achieved by Non-federal Partners (if applicable):  Not applicable

Contact Information:

Donna Mitchell
Executive Director
Rural and Co-operatives Secretariat
613-759-7113

Name of Horizontal Initiative

Atlantic Canada Tourism Partnership

Name of Lead Department

ACOA

Lead Department Program Activity

Enterprise Development

Start Date of the Horizontal Initiative

April 1, 2006

End Date of the Horizontal Initiative

March 31, 2009

Total Federal Funding Allocation (start to end date)

$9.95 million

Description of the Horizontal Initiative (including funding agreement)

Tourism offers significant opportunities for economic growth and social development in Atlantic Canada. The sector is important to the economic prosperity of Atlantic Canada. Visitor spending injects $3.29 billion into the regional economy. Tourism employs over 110,000 Atlantic Canadians and represents 5.5% of the region's GDP, compared with 2.3% nationally. The Atlantic Canada Tourism Partnership (ACTP) was established in 1991 to promote the Atlantic region as a tourism destination in targeted markets. The ACTP is a nine-member, pan-Atlantic partnership comprising ACOA, the four provincial tourism industry associations and the Atlantic provincial government departments responsible for tourism. For the past 18 years, ACOA has worked with provincial and industry partners to maximize the economic benefits of this sector.

To continue making inroads in key markets, and to continue to bolster the region's tourism industry, the ACTP launched its sixth consecutive multi-year international tourism marketing initiative. This three-year project (fiscal years 2006-2007 to 2008-2009), valued at $19.95 million, supports integrated, research-driven consumer, trade and media relations campaigns to attract more visitors to Atlantic Canada from key markets in the United States, Western Canada, Europe and Japan.

The ACTP initiatives are:

• United States Marketing Program - to effect greater tourism returns from the New England and mid-Atlantic markets of the United States, and the Alberta market in Canada, through integrated marketing techniques.
• Overseas Marketing Program - to pursue tourists from the United Kingdom, France, Germany and Japan 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 partnership-related activities (e.g. trade registrations and trade partnerships). For further information, see the ACTP website at http://www.actp-ptca.ca/index.html.

Shared Outcomes

The goal of the ACTP is increased tourism-related visitation and revenues from targeted markets.

The ACTP's outcomes aim to:

• 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.

Governance Structures

The activities of the ACTP are governed by a management committee comprising the presidents of the four tourism industry associations, the four provincial deputy ministers responsible for tourism, and two representatives of ACOA. The management committee is responsible for the administration and management of the partnership agreement, approving work plans and budgets, program evaluation, and overseeing the work of its marketing committee. The marketing committee undertakes activities that are coordinated by federal, provincial and industry representatives, and is responsible for implementing ACTP initiatives. A secretariat (annual budget $300,000) oversees the day-to-day operations of the ACTP and is responsible for implementing a communications strategy, as well as annual and end-of-agreement evaluations of the partnership.

Partners:

ACOA is the sole federal funding department. The ACTP partners with the Canadian Tourism Commission on international research and marketing initiatives, on an ad-hoc basis.

Federal departments/agencies:

• 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

Federal Partner	Federal Partner Program Activity	Name of Program for Federal Partner	Total Federal Funding Allocation (Start to End Date)	Planned Spending for 2008-2009	Actual Spending for 2008-2009	Expected Results for 2008-2009	Results Achieved in 2008-2009
ACOA	Enterprise Development	United States / Western Canada Marketing Program	$8.3 million	$2.77 million	$2.77 million	Return on investment: measurable tourism revenues generated per partner dollar invested in integrated marketing/media campaigns: $14 to $1	$16.99 to $1.00
						Number of visitor parties related to the marketing program: 30,000	48,000 visitor parties
						Dollar amount of visitor spending on goods/services related to the marketing program: $38.78 million	$66.91 million
		Overseas Marketing Program	$1.2 million	$0.4 million	$0.4 million	Return on investment: measurable tourism revenues generated per partner dollar invested in integrated marketing/media campaigns: $6 to $1	$6.10 to $1.00
						Partnerships formed with overseas tour wholesalers: 20	34 partnerships
						Dollar amount of visitor spending on goods/services resulting from the Overseas Tour Wholesaler partnerships: $2.4 million	$5.5 million

Comments on Variances

The consumer and trade marketing campaigns outperformed expectations.

Results to be Achieved by Non-federal Partners (if applicable)

Not applicable.

Contact information

Rob McCloskey
Director General, Tourism Atlantic
Atlantic Canada Opportunities Agency
P.O. Box 40
Charlottetown, P.E.I. C1A 7K2
Telephone: 902-626-2479
Email: rob.mccloskey@acoa-apeca.gc.ca

Name of Horizontal Initiative

International Business Development Program (supporting the International Business Development Agreement)

Name of Lead Department

ACOA

Lead Department Program Activity

Enterprise Development

Start Date of the Horizontal Initiative

April 11, 2005

End Date of the Horizontal Initiative

March 31, 2010

Total Federal Funding Allocation

$7.0 million

Description of the Horizontal Initiative (including funding agreement)

In May 1994, ACOA entered into an agreement (Canada/Atlantic Provinces Agreement on International Business Development, also known as IBDA) with the four Atlantic provinces, the Department of Foreign Affairs and International Trade, and Industry Canada to "undertake specific measures to optimize regional coordination on a pan-Atlantic scale and combine limited resources to coordinate trade-related activities." With an initial investment in 1994 of $3 million for three years, the agreement was extended in 1997 for an additional $2 million and three years, and, in 2000, for $8 million and four years. Funding was cost-shared 70/30 by the federal (ACOA) and provincial governments.

In 2005, with $7 million from its International Business Development Program (IBDP), ACOA entered a new agreement with its federal and provincial partners to continue the work done in previous years. The commitment to this new IBDA, with the increased funding allocation, attests to both the IBDA's positive results and its significance for the future of the region's international business development

Shared Outcome

The shared outcomes for the IBDA partners support ACOA's trade priority, and are:

• 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 230 projects involving some 4,000 Atlantic Canadian companies. The IBDA assisted 193 companies to begin exporting, 406 exporters to increase their export sales, and 279 exporters to expand into new markets.

Governance Structure

ACOA is the lead organization for this initiative and houses the secretariat responsible for administering the agreement. A management committee, comprising a representative from each of the partners, is responsible for the planning and management of the agreement's programs and the evaluation of projects.

Partners

Federal government (70% funding)

• ACOA (lead department)
• Department of Foreign Affairs and International Trade - 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.

Federal Partner	Federal Partner Program Activity	Name of Program for Federal Partner	Total Federal Funding Allocation (Start to End Date)	Planned Spending for 2008-2009	Actual Spending for 2008-2009	Expected Results		Results Achieved in 2008-2009
						For the life of the 5-year agreement (2005-2006 through 2009-2010)	For 2008-2009
ACOA	Enterprise Development	International Business Development Program	$7.0 million	$1.7 million	$1.8 million	Increase the number of new exporters: 40 companies	8 companies	12 companies
						Existing exporters reporting sales to new markets: 75 companies	20 companies	25 companies
						Existing exporters reporting increased sales to existing markets: 150 companies	30 companies	33 companies

Comments on Variances

Projects were more successful than planned.

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

Not applicable.

Contact information

Michel Têtu
Director General, Trade and Investment
Atlantic Canada Opportunities Agency
P.O. Box 6051
Moncton, N.B. E1C 9J8
Telephone: 506-851-6496

Name of Horizontal Initiativ

Team Canada Atlantic

Name of Lead Department

ACOA

Lead Department Program Activity

Enterprise Development

Start Date of the Horizontal Initiative

April 1999

End Date of the Horizontal Initiative

March 31, 2010

Total Federal Funding Allocation

$11.27 million

Description of the Horizontal Initiative (including funding agreement)

Team Canada Atlantic (TCA) is a partnership of ACOA and the four Atlantic provinces, with support from Agriculture and Agri-Food Canada, Industry Canada, Foreign Affairs and International Trade Canada, and Enterprise Cape Breton Corporation.

At the core of the TCA approach is the trade mission, which enables small and medium-sized businesses from across Atlantic Canada to meet with potential buyers, agents, distributors and strategic partners in the United States. The mission format features a comprehensive program that equips private sector participants with the knowledge, contacts and advice they require to make the best of their international opportunities before, during and after their ventures abroad. Missions also provide the Government of Canada and the Atlantic provincial governments with crucial opportunities to promote the region as a tremendous location for foreign investment. For further information, see the TCA website at www.teamcanadaatlantic.com.

Shared Outcome

The objectives of the TCA trade missions are:

• to increase export-readiness for Atlantic Canadian small and medium-sized enterprises (SMEs);
• to develop new partnerships/alliances between Atlantic Canadian SMEs and companies in target markets;
• to increase export sales of Atlantic Canadian SMEs to new and established markets; and
• to raise awareness in these markets of Atlantic Canada as a profitable business location.

As of March 2009, Team Canada Atlantic had completed 15 missions to United States markets, involving 590 companies and more than 3,906 business meetings, and resulting in more than $49 million in actual sales.

Governance Structure

A management committee, comprising senior officials of ACOA, Foreign Affairs and International Trade Canada, and provincial governments is the decision-making body that directs and oversees the coordination and implementation of the TCA missions. The TCA organizing committee is responsible for organizing the missions, and includes representation from the four provincial trade departments in Atlantic Canada, Foreign Affairs and International Trade Canada, Agriculture and Agri-Food Canada, and the Team Canada Atlantic Secretariat. The secretariat, housed at ACOA, is responsible for the overall coordination and implementation of the TCA missions.

Partners

• ACOA
• Foreign Affairs and International Trade Canada - non-funding partner
• Agriculture and Agri-Food Canada (AAFC) - $7,000/mission

Federal Partner	Federal Partner Program Activity	Name of Program for Federal Partner	Total Federal Funding Allocation (Start to End Date)	Planned Spending for 2008-2009	Actual Spending for 2008-2009	Expected Results for 2008-2009	Results Achieved in 2008-2009
ACOA	Enterprise Development	Team Canada Atlantic	$11.14 million	$274,000 (G&C) $55,000 (O&M)	$362,760 (G&C) $56,223 (O&M)	SMEs that have increased export-readiness: 40	37
						New exporters: 5	9
						Exporters developing new markets: 5	24
AAFC	Markets and International	Team Canada Atlantic	$132,000	$7,000	$7,000	Forecasted export sales by SMEs: $30 million	$24.18 million

Comments on Variances

The increase in recruitment efforts by ACOA and provincial officials contributed to the increase in the number of exporters developing new markets.

Results to be Achieved by Non-federal Partners (if applicable)

As Team Canada Atlantic is a federal-provincial initiative, the targeted results are the same for all partners.

Contact information:

Michel Têtu
Director General, Trade and Investment
Atlantic Canada Opportunities Agency
P.O. Box 6051
Moncton, N.B. E1C 9J8
Telephone: 506-851-6496

Name of Horizontal Initiative: National Aquatic Animal Health Program (NAAHP)

Name of Lead Department(s): Canadian Food Inspection Agency (CFIA) and Fisheries and Oceans Canada (DFO)

Lead Departments Program Activity:
CFIA: Animal Health Risks and Production Systems
DFO: Science (Diagnostics & Research)

Start Date of the Horizontal Initiative: April 1, 2005

End Date of the Horizontal Initiative: Ongoing

Total Federal Funding Allocation (start to end date): $59.05M (2005-06 to 2009-10) plus $10.33M on-going

Description of the Horizontal Initiative (including funding agreement): The objective of the NAAHP is to provide protection of Canada’s aquatic resource productivity by minimizing the risk of the spread of infectious diseases of concern within Canada and by providing a national system to support competitive market access by Canadian exporters of aquatic animals and their commodities through a national program that meets international standards for aquatic animal disease control and that allows Canada to apply control measures on imports that pose a risk of introduction of serious diseases into Canada. The NAAHP is built on the CFIA’s established animal health legislative framework, the Health of Animals Act and on DFO’s established aquatic animal health science expertise. The CFIA provides program leadership and direction of field operations and collaborative agreements for aquaculture surveillance, emergency response measures, export certification and import controls. DFO provides the surveillance and monitoring activities and information for wild resources and delivers or oversees the diagnostic and research support requirements for the program. Ongoing funding for this initiative was obtained in June 2005. Roles and responsibilities were agreed to under a Memorandum of Understanding (MoU), co-signed with the DFO in February 2006.

Shared Outcome(s):
Sustainable Aquatic Resource Productivity that supports rural and coastal economies through farming, commercial and recreational fishing and tourism.
Competitive Market Access internally through provision of science-based protection measures and internationally through health certification that meets international standards set by the World Organization for Animal Health (OIE) for the World Trade Organization (WTO) Sanitary and Phyto-sanitary Measures (SPS) Agreement.

Governance Structure(s): The CFIA is the federal lead for delivery of the NAAHP. Respective federal roles and responsibilities are outlined in a MoU. An Executive Steering Committee consists of Director General/Executive Directors from both organizations, who are responsible for strategic direction, monitoring and analysis of NAAHP implementation. The CFIA Director of the Aquatic Animal Health Division (Animal Health Directorate, Policy and Programs Branch) and the DFO Director of Aquatic Animal Health Science Division (Ecosystem Science Branch, Science Sector) are also members of the steering committee.
Stakeholder input on NAAHP development is managed through an Aquatic Animal Health Committee (AAHC), which includes provincial and territorial authorities for aquaculture and wild fisheries management, veterinary association representatives, Aboriginal groups and wild and farmed industry stakeholders.

Progress with NAAHP development and implementation is reported to the Canadian Council of Fisheries and Aquaculture Ministers-CFIA committee (CFIA-CCFAM) and to the Agriculture Federal F/P/T Regulatory ADM committees. Where required, reports are also prepared for the F/P/T Council of Canadian Veterinary Officers and the Policy ADM Committee of Agriculture and Agri-Food Canada.

A) CFIA

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2008-09	Actual Spending for 2008-09
CFIA	Animal Health Risks and Production Systems	National Aquatic Animal Health Program	$32.13M over five years (plus $6.35M ongoing)	$6.35M	$3.78M
16a. Expected Result for 2008-09	Regulatory amendments based on full consultation (F/P/T, Aboriginal Groups and World Trade Organization).
17a. Results Achieved in 2008-09	Completed consultations and feedback for the proposed regulatory amendment package encompassing import control measures, mandatory & notifiable reporting, emergency response authorities, and provisions for implementation of domestic disease controls. Completed regulatory amendment package including amendments to the Health of Animals Regulations and Ministerial Declaration changes to the Reportable Disease Regulations Completed focus group discussion with Aboriginal Peoples (Assembly of First Nations) in December and a report was generated for the CFIA in March 2009. The Department of Justice and Indian and Northern Affairs Canada consulted on accommodation required for Aboriginal engagement. The 2009-10 Business Plan includes a contingency for Aboriginal engagement.
16b. Expected Result for 2008-09	Initiation of discussion on F/P/T MoUs on Emergency Response and delineation of domestic disease control zones.
17b. Results Achieved in 2008-09	Completed cross-country discussions of the Domestic Disease Control Framework (Emergency Response Plans and Domestic Disease Controls) and reported at the CFIA-CCFAM, CCFAM-Deputy Minister (DM) F/P/T Committees. Case studies were included for feedback from the domestic disease control discussions. F/P/T MoU discussions were not completed.
16c. Expected Result for 2008-09	Development of priority policies and procedures required to enforce revised regulations.
17c. Results Achieved in 2008-09	Framework decision trees have been completed and set policy and procedure priorities for development have been set. Key policies have been drafted for Import/Export, Surveillance and Domestic Disease Control including Emergency Response, aligned with the Canadian Emergency Management Response System (CEMRS). Procedures for current export inspections have been developed for implementation in 2009-10.
16d. Expected Result for 2008-09	NAAHP integration into priority IM/IT systems (Shared Information Management System, Automated Import Reference System, Import Control and Tracking System, and the Import Permit System) Laboratory Information Management System (LIMS) and linkage to the DFO LIMS.
17d. Results Achieved in 2008-09	DFO and the CFIA continued ongoing collaborative work and communication toward the development of the LIMS. The CFIA is now an active participant in the DFO-led LIMS Working Group. In addition, the submission of sample forms was developed, in collaboration between the CFIA and DFO, for pilot testing and input into the LIMS in 2009-10. The CFIA also identified champions from IM/IT to assist NAAHP integration. A national coordinator position has been created to coordinate NAAHP business requirements and relate them to IM/IT solutions.
16e. Expected Result for 2008-09	Training modules for key NAAHP implementation activities.
17e. Results Achieved in 2008-09	The Agency continued the development of the National Training Initiative (NTI). Key activities identified for the NTI include cross-sectional work, supporting Import/Export and the identification of new Emergency Response and Surveillance. Subject matter experts have been identified to learn with representatives from the learning division of the CFIA for the NTI. Work also continued on the development of material design of five training modules, as per the stated priority for this division.

B) DFO

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2008-09	Actual Spending for 2008-09
DFO	Science (Diagnostics & Research)	National Aquatic Animal Health Laboratory System (NAAHLS)	$26.92M over five years (plus $3.98M ongoing)	$3.98M	$5.70M
16a. Expected Result for 2008-09	Laboratory standards and tracking systems meet international requirements for audit/challenge of export certificates and/or import controls – International Standards Organization 17025, the main standard used by testing and calibration laboratories.
17a. Results Achieved in 2008-09	Under the NAAHP, 85 per cent of test method protocols have been developed and undergone analytical (bench) validation for the first round of priority diseases. Seventy-five per cent of tests have undergone diagnostic (field) validation. Approximately 70 per cent of research studies have been completed. With respect to quality assured diagnostic laboratories, all three laboratories have completed approximately 70 per cent of the 230 mandatory requirements necessary for audit/accreditation. Renovations were completed for the Central and Arctic Region (Winnipeg) laboratory. As part of the federal government’s “Investment in Infrastructure”, DFO has received funding for the Gulf Region (Moncton) NAAHP laboratory renovations. DFO will explore options in 2009-10 to construct a new NAAHP laboratory due to logistical challenges with the current heritage facility.
16b. Expected Result for 2008-09	Development of a contract for the LIMS and infrastructure to deliver accurate, reliable and quality information in support of testing services for declaration of disease freedom, surveillance of “at risk” populations and management of reportable disease incursions.
17b. Results Achieved in 2008-09	The LIMS contract has moved forward and the reporting and recording framework has been established. Software for the LIMS purchased in 2007-08 is being modified to become integrated into the DFO NAAHP laboratories’ overall quality control approach. Links to CFIA systems remain under business requirement document solutions analysis and the DFO has strong representation in the IM/IT solution discussions.
16c. Expected Result for 2008-09	NAAHP diagnostic support.
17c. Results Achieved in 2008-09	Diagnostic support has been provided for Viral Haemorrhagic Septicaemia, Koi Herpes Virus, Haplosporidium nelsoni, Infectious Salmon Anaemia and other diseases of NAAHP concern. This has supported export certification and surveillance to support zoning and transboundary (Canada-USA; Canada-France [Saint Pierre and Miquelon]) disease control measure negotiations. About 90 per cent of all samples collected were analyzed for disease. The remaining ten per cent of samples could not be analyzed due to inadequate specimen size.
16d. Expected Result for 2008-09	NAAHP research support.
17d. Results Achieved in 2008-09	Research on viral strains, carrier species and related CFIA regulatory decision-making needs was undertaken. Results are not yet complete, but are anticipated in 2009-10 before regulatory amendments are in place. These results will support transition agreements with provinces and other DFO sectors pending CFIA regulatory operations implementation. Nearly 70 per cent of the scientific research requested to date by the CFIA has been completed. Of the remaining amount, test development and validation projects are multi-year in nature.

C) Initiative Total (CFIA and DFO)

Grand Total

$59.05M over 5 years and $10.33M ongoing

$10.33M

$9.48M

Name of Horizontal Initiative: Roadmap for Canada's Linguistic Duality 2008-2013: Acting for the Future

Name of Lead Department(s): Canadian Heritage

Lead Department Program Activity: Promotion of inter-cultural understanding

Start Date of the Horizontal Initiative: April 1, 2008

End Date of the Horizontal Initiative: March 31, 2013

Total Federal Funding Allocation (start to end date): $1,110.10M

Description of the Horizontal Initiative (including funding agreement):

The Roadmap for Canada's Linguistic Duality 2008-2013: Acting for the Future (Roadmap) is a Government of Canada policy statement that includes a number of initiatives to strengthen and promote linguistic duality. Fourteen federal institutions have received funds for sectoral programs and activities related to official languages. The Roadmap contributes to the attainment of a strategic outcome for Canadian Heritage (Canadians have a sense of their Canadian identity) and to the Government of Canada's outcome (A diverse society that promotes linguistic duality and social inclusion).

Two key components of the Roadmap are the implementation of an accountability framework and a coordinated government-wide approach to official languages. The Roadmap is a component of the Official Languages Program (OLP), as defined and approved by the Committee of Deputy Ministers on Official Languages in December 2004.

Website: http://www.pch.gc.ca/pgm/slo-ols/pubs/08-13-LDL/index-eng.cfm

Shared Outcome(s):

Three levels of outcomes have been established.

Ultimate outcomes: Canadians enjoy the benefits of linguistic duality; live and work in communities that reflect Canadian values with respect to the use of English and French; and have access to government services in their language of choice.

Three intermediate outcomes:

• 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.
• Increased proportion of Canadians who are aware of the benefits and have the necessary tools to appreciate linguistic duality.
• Strengthening capacity of the Government of Canada relating to official languages.

Eight immediate outcomes:

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

Governance Structure(s):

The Minister of Canadian Heritage and Official Languages is responsible for the implementation of the Roadmap. The Official Languages Secretariat (OLS) (Canadian Heritage) supports the Minister of Canadian Heritage and Official Languages. With respect to roles and responsibilities, the OLS is responsible for developing and coordinating the results of the Roadmap. The OLS ensures that all information needed (financial and non-financial) is gathered and that the content of all logic models of the Roadmap's structure is taken into consideration. The OLS is also responsible for the complete implementation and the accountability framework for the Roadmap. This role was given to the OLS by the partners through the development of a Management Framework for the Roadmap, which outlines the activities and results structure, the governance structure, as well as the roles and responsibilities of departments and different interdepartmental committees, while also identifying the relevant operational issues concerning its horizontal implementation. The OLS also supports the governance of the OLP through various mechanisms and committees.

A governance structure has been established: to support the Minister of Canadian Heritage and Official Languages and to ensure that the Roadmap provides results for Canadians, the Committee of Assistant Deputy Ministers on Official Languages (CADMOL) was created. This committee acts on behalf of all federal departments, agencies and organizations, and partners in the Roadmap in a variety of ways: it supports the Minister of Canadian Heritage and Official Languages and all Ministers who have responsibilities under the Official Languages Act (OLA); it ensures leadership for managing the OLP, including the Roadmap, by making decisions and overseeing the coordination of partners' actions; and it guides the implementation of the Horizontal Results-based Management and Accountability Framework (HRMAF) and oversees the evaluation of the Roadmap. During CADMOL meetings, departments having specific responsibilities under the OLA (for instance, Canadian Heritage, Justice Canada, and the Canada Public Service Agency report on achievements that are specific to their mandate and describe the challenges and issues related to these responsibilities).

Three interdepartmental committees support CADMOL by providing recommendations. Firstly, the Interdepartmental Policy Committee (IPC) provides an information-sharing forum between partners to present a joint approach to strategic issues regarding the OLP. The Interdepartmental Management Committee for the Official Languages Program (IMCOLP) seeks to ensure that interdepartmental coordination of the OLP is formalized and structured, most notably by assessing the implementation of the OLP and strengthening the accountability process. The Coordinating Committee on Official Languages Research (CCOLR) ensures that official-languages research is coordinated. The committees may create working groups as needed to complete specific projects. For example, the Working Group on the HRMAF Revision (Working Group) was created in the summer of 2008.

($ Millions)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2008-09	Actual Spending for 2008-09	Expected Results for 2008-09	Results Achieved in 2008-09
Ultimate outcomes: Canadians enjoy the benefits of linguistic duality; live and work in communities that reflect Canadian values with respect to the use of English and French; and have access to government services in their language of choice.
Intermediate outcome 1: Enhanced capacity of Canadians (English-speaking in Quebec and French-speaking across Canada) to live and work in vibrant communities in their language of choice.
Immediate outcome 1.1: Continued and improved access to justice services in both official languages.
Justice Canada	Justice, Policy, Legislation and Programs	Contraventions Act Fund Result for the 2008-2013 Roadmap: Improved capacity to carry on judicial activities and to deliver extrajudicial services related to federal contraventions in both official languages.	47.46		4.73		Negotiating agreements are multi-faceted processes that require close collaboration of provincial or territorial governments. The Department entered into negotiations with the Government of Newfoundland-Labrador.  While no agreement has yet been signed with the Government of Newfoundland-Labrador, it is anticipated that this agreement will be in place during fiscal year 2009-2010.
	Internal Services	Contraventions Act Fund	1.92		0.23		N/A
	Justice, Policy, Legislation and Programs	Initiative of support to access to justice in both languages (new component: justice training) Result for the 2008-2013 Roadmap: Increased capacity of partners and the Department to implement solutions relating to access to justice in both official languages.	38.02		3.78		The component called the Access to Justice in Both Official Languages Support fund was renewed with amended terms of reference. The new component on training in both official languages in the area of justice was created. The Pan Canadian Needs Analysis on Training on Both Official Languages in the area of Justice was realized.
	Internal Services	Initiative of support to access to justice in both languages (new component: justice training)	1.89		0.08		N/A
Immediate Outcome 1.2:  Continued and improved access to health services in both official languages.
Health Canada	Canadian Health System Official language minority community development	Training, Networks and Access to Health Services. Results for the 2008-2013 Roadmap: 1) Increased number of health professionals to meet health service needs of OLMCs in both official languages. 2) Increased coordination and integration of health services for OLMCs within institutions and communities. 3) Increased partnerships, interaction of networks in provincial, territorial health systems. 4) Increased awareness among stakeholders that networks are a focal point for addressing health concerns of OLMCs. 5) Increased dissemination and uptake of knowledge best practices to address health concerns of OLMCs.	174.3		27.89		The Terms and Conditions of the Contribution Program to Improve Access to Health Services for Official Language Minority Communities have been extended by one year to enable the continuation of ongoing Program activities in 2008-2009 during the transition year for the implementation of the Official Languages Health Contribution Program. In 2008-2009, the "Training and Retention of Health Professionals" component generated 822 French- speaking student registrations in post- secondary health care training programs outside Quebec, and it was expected that 2,000 health professionals would receive language training in order to better serve the English-speaking community in Quebec. Networking activities have also continued in 2008-2009, for instance through the organization of meetings and other interactions with provincial/ territorial governments and various health care organizations, and through the organization of and participation in research symposiums. Moreover, work was done to develop new networks in Quebec in the Abitibi, Lower St. Lawrence, Laval and North Shore regions. Implementation of official languages health projects will start in 2009-2010.
Immediate Outcome 1.3: Improved social and economic development of official-language minority communities (OLMC).
Canadian Heritage	Official Languages	Minority-Language Education - Component: Support to Second-Language and Minority-Language Education. Results for the 2008-2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages. 2) Increased access of OLMCs to quality education in their language in their milieu.	280.0		56.0		An additional investment of almost $50M to provinces and territories to offer educational programs and activities that promote access to a minority language education to almost 250,000 elementary and high-school students.
		Minority-Language Education - Component: Official-language Monitors Results for the 2008-2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages. 2) Improved access of OLMCs to a quality education in their language and milieu.	5.2		1.04		The number of participants in the Odyssée and Accent programs is maintained. These programs allow about 250 students to work as language assistants in minority-language classrooms.
		Minority-Language Education - Component: Summer Language Bursaries Results for the 2008-2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages. 2) Improved access of OLMCs to a first-rate education in their language in their environment.	1.7		0.35		The additional contribution has helped to support the Destination Clic program, which helps almost 100 young Francophones outside Québec enrich their first language while discovering new communities in Canada.
		Community vitality - Component: Youth Initiatives. Results for the 2008-2013 Roadmap: 1) More young Canadians have a practical knowledge of their second language. 2) Increased capacity of OLMCs to live in their own language in their milieu and increased access to a range of programs and services delivered in their language (especially for youth).	10.5		No expenses in 2008 - 2009		The program will be implemented in 2009-2010.
		Community vitality - Component:  Support to Official-language Minority Communities Result for the 2008-2013 Roadmap: Improved capacity of OLMCs to live in their own language in their milieu and improved access to a range of programs and services offered in their language.	22.5		4.5		Investment indicated in the Roadmap has permitted the improvement of programs to create, improve and deliver activities and services intended for OLMC that promote a sense of belonging, such as investments in organizations that support French-language culture and minority community medias.
		Community vitality -Component: Intergovern-mental Cooperation. Result for the 2008-2013 Roadmap: Increased access of OLMCs to provincial, territorial and municipal services in the minority language.	22.5		4.5		Improvement of federal/provincial agreements on services of almost $4M.
		Community vitality -Component: Cultural Development Funds Results for the 2008-2013 Roadmap: 1) Increased access to provincial, territorial and municipal services in the minority language. 2) Increased capacity of OLMCs to live in their own language in their milieu and increased access to a range of programs and services delivered in their language (especially in culture).	14.0		No expenses in 2008 - 2009		The program will be implemented in 2009-2010.
Human Resources and Skills Develop-ment Canada	Social Development	Strengthening NGOs' means for Early Childhood Development Result for the 2008-2013 Roadmap: The capacity of NGOs in early childhood in minority environment will be increased.	4.0		0.8		La Commission nationale des parents francophones (CNPF), which chairs and coordinates the Table nationale en développe- ment de la petite enfance in official language minority communities (OLMC) is the sole recipient of grant funding under this initiative. The CNPF, in collaboration with the Table nationale en développement de la petite enfance in official language minority communities, developed a national action plan for implementing the National Framework for Collaboration on Early Childhood Development in Minority Francophone Communities in Canada. An environmental scan on French language services for families in OLMCs was conducted to help identify gaps and priorities as well as initiatives and tools required in early childhood development in OLMCs. Educational tools were developed and disseminated to centre-based settings in OLMCs--for example, Dream Big Little by Little, a simpleguide to building a francophone identity at home; a Guide on intersectoral collaboration; and the Summary for parents of the Convention on the Rights of the Child.
	Skills and Employment	Family Literacy Initiative Result for the 2008-2013 Roadmap: Community stakeholders can act in the area of family literacy, and tools and support are available and used by those members of OLMCs who need them.	7.5		0.18		Consultations were carried out with key stakeholders to identify priority areas for action and to design the initiative accordingly. The Department approved two projects aiming to increase knowledge of factors that influence participation of new target client groups in family literacy programs. Grant agreements were put in place in March 2009 and projects are expected to be completed in the fall 2009.
	Social Development	Child Care Pilot Project Result for the 2008-2013 Roadmap: New knowledge on child care services for minority Francophone communities.	13.5		2.6		The project is to assess the impact of a French-language preschool program on linguistic development and on the learning ability of young Francophone children living in minority Francophone communities. The first of two years of preschool program delivery and assessment of the children's readiness for schooling in French have been completed in the six participating minority Francophone communities: Saint John and Edmundston (New Brunswick), Cornwall, Durham and Orleans (Ontario), and Edmonton (Alberta). The scope of the pilot project was extended to be able to measure the children's future achievements in school, 12 and 24 months after the end of the preschool program. Preliminary results will be available in the spring 2010.
Citizenship and Immigration Canada	Integration of French-speaking immigrants Maintain, develop and improve promotional events abroad and the resettlement of Francophone immigrants Consolidate existing support networks and enhance settlement services Language Instruction for Newcomers to Canada (LINC)	Recruitment and integration of immigrants Result for the 2008-2013 Roadmap: French-speaking immigrants obtain reinforced services of establishment in OLMCs.	20.0		3.03		Organization of targeted promotional and recruitment events in Paris (France) and other European cities where there are significant pools of potential Francophone immigrants. Destination Canada, an annual job fair in France and Belgium, organized by the Paris Mission's Immigration Services. Destination Canada in November 2008: 11,000 applications, 2,500 participants selected, 10 provinces, 2 territories, FCFA, RDÉE and 26 employers. Other information and promotional sessions: 55 sessions, 3,840 participants. Four fairs: 1,098 visitors in the stands. Recruitment of Francophone refugees: 260 individuals selected. Raising the provinces' awareness of Francophone immigration. Presentations by the Immigration Manager at the Embassy of Canada in Paris (France) and by an official from the French government agency, Pôle emploi international, during the meeting of the federal-provincial economic working group. Over 90 contribution agreements (for reception, orientation, client needs assessment, language training, needs review, community and newcomer awareness, access to labour market, matching, childcare services for language training) with 50 Francophone service providers were signed under the settlement program. Three networks set up in Ontario (north, centre-southwest, east) and new settlement services in Francophone schools in Windsor, Edmonton, Halifax and BC. Free language instruction (LINC) and Enhanced Language Training (ELT) for newcomers to Canada provided in French in Ottawa and New Brunswick. Data on the number of registered students who have completed the course(s) is not available at this time.
Canadian Heritage	Official Languages Broadcasting Policy and Programs	CTRC Study Results for the 2008-2013 Roadmap: 1) CRTC report is issued on the availability and quality of broadcasting services to English and French linguistic minority communities in Canada. 2) The findings of the report will inform policy and decision-making on the availability and quality of broadcasting services in English and French linguistic communities in Canada.	Non- monetary		N/A		In response to legislation by order in council, the CRTC published a report on March 30, 2009 on the accessibility and quality of broadcasting services offered to Anglophone and Francophone communities in Canada. The report's results will inform policy and decision- making on broadcasting services offered to Anglophone and Francophone minority communities of Canada. The Government will continue to ensure that its policies and programs meet the needs of official language minority communities, particularly those pertaining to interactive digital media, as indicated in the announcement of the Canada Media Fund. In its report, the CRTC committed itself to analyzing, through its decision- making process, the effect of its decisions on official language minority communities.
Atlantic Canada Opportuni-ties Agency	Community Development	Support to francophone immigration in New Brunswick Result for the 2008-2013 Roadmap: Enhanced capacity to support francophone immigration in New Brunswick.	10.0		No expenses in 2008 - 2009		The program will be implemented in 2009-2010.
Industry Canada -FedNor	Community, Economic and Regional Development (of Ontario)	Economic Development  Initiative Results for the 2008-2013 Roadmap: 1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses. 2) Greater understanding of economic issues of OLMCs	10.5		FedNor 0.10 FedNor (Cash Management 0.10) Industry Canada 0.03 Total: 0.23		Delivery mechanisms for the initiative are in place. Updated data to facilitate micro-economic analysis and research (2006 Census).
Industry Canada -Indian and Northern Affairs Canada (INAC)	Northern Economy		0.4		No expenses in 2008 - 2009		Made stakeholders aware of funding available for 2009-2010
Economic Develop-ment (CED) for Quebec regions	Economic Development	Economic Development  Initiative Results for the 2008-2013 Roadmap: 1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses. 2) Greater understanding of the economic issues of OLMCs.	10.2		0.16		Implementation of the Economic Development Initiative of the Roadmap for Canada's Linguistic Duality: Acting for the Future. Funding granted to two projects aiming to promote economic development of English-speaking communities in Quebec.
Western Economic Diversifi-cation Canada	Research and Analysis Community Economic Planning, Development and Adjustment Business Development and Entrepreneur-ship Innovation	Economic Development  Initiative Results for the 2008-2013 Roadmap: 1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses. 2) Greater understanding of economic issues of OLMCs.	3.2		0.17		Western Economic Development worked to implement the Economic Development Initiative (EDI), and one project was approved in Manitoba Region. The project will support innovation in a Francophone educational institution, Le College Universitaire de Saint-Boniface, by contributing to the acquisition of new equipment and laboratory technologies for the Multimedia Communications Program of its Science Faculty.
Atlantic Canada Opportuni-ties Agency	Community Development	Economic Development  Initiative Results for the 2008-2013 Roadmap: 1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses. 2) Greater understanding of the economic issues of OLMCs.	6.2		No expenses in 2008 - 2009		The program will be implemented in 2009-2010.
Human Resources and Skills Develop-ment Canada	Skills and Employment	Enabling Fund for Official-Language Minority Communities Results for the 2008-2013 Roadmap: 1) Contribute to synergies among Government of Canada programming relevant to OLMCs; Contribution recipients are informed and contribute to knowledge building and program/policy issues; Knowledge shared among federal partners, contribution recipients and OLMCs. 2) Program results are available to inform management and program policy issues. 3) OLMCs' access to Government of Canada programs and services. 4) Collaborative arrangements.	69.0		12.0		Fourteen agreements were signed with the delegated organizations in the official languages minority communities (OLMCs) that represent the Réseau de développement économique et d'employabilité or the Community Table, one for each province and territory and one at the national level. Community projects were implemented in OLMCs, such as feasibility studies to support employability and entrepreneurship. The Enabling Fund has leveraged resources from other levels of government and the private and non-profit sectors to support the delivery of the program in OLMCs.  For example, Community Table-CEDECs (Quebec) generated $1.6M in additional funding from other sources. Memoranda of Understanding between federal institutions and community partners were signed with both representatives from Anglophone and Francophone minority communities.  The Memoranda of Understanding will help leverage funding and increase cooperation among federal partners to support OLMCs in the areas of human resources and economic development.
Intermediate Result 2: Increased proportion of Canadians who are aware of the benefits and have the necessary tools to appreciate linguistic duality.
Immediate Result 2.1: Strengthened capacity of language industries.
Public Works and Government Services Canada	Linguistic Services            Linguistic Stewardship	University Scholarships Program in Translation Result for the 2008-2013 Roadmap: Scholarships help encourage students to pursue post-secondary studies in translation, interpretation and terminology.	8.0		0.10		Ensure funding for PWGSC initiatives under the Roadmap. Hold consultations with key language sector stakeholders. Develop terms and conditions of the new Canadian Language Sector Enhancement Program (composed of the Language Industry Initiative and the University Scholarships Program in Translation). Set up a Program management team.
Public Works and Government Services Canada	Linguistic Services Linguistic Stewardship	Language Industry Initiative Result for the 2008-2013 Roadmap: Funded projects help enhance the capacity, diversity and effectiveness of the language sector.	10.0		0.41		Ensure funding for PWGSC initiatives under the Roadmap. Hold consultations with key language sector stakeholders. Develop terms and conditions of the new Canadian Language Sector Enhancement Program (composed of the Language Industry Initiative and the University Scholarships Program in Translation). Set up a Program management team.
National Research Council of Canada	Information Technologies	Languages Technologies Research Centre Results for the 2008-2013 Roadmap: 1) Collaboration with key partners in the implementation of an R&D strategy responsive to industry needs. 2) Innovative tool prototypes for the support of translation and the creation and management of multilingual and multicultural content. Transfer of knowledge and technology	10.0		2.02		COLLABORATIONS Eight collaborative projects completed, totalling $830,270 for 2008-2009 (details below). Third year of collaboration with SRI International (California) and other partners as part of the US Defense Advanced Research Projects Agency (DARPA)'s GALE project. NRC is participating in GALE project experiments using its statistical machine translation system (PORTAGE) and by working with similar systems in laboratories around the world. These experiments help us improve the PORTAGE technology. Value: US$359,031 (NRC revenue only) for 2008-2009. Second year of collaboration with the SMART consortium as part of the European Union's IST program. NRC is participating as an expert on statistical machine translation and provides its PORTAGE system as a reference model. This partnership allows us to work with European experts in machine learning (which includes statistical machine translation). Value: $98,070 (NRC in-kind) for 2008-2009. Collaborated with two companies to develop management functionalities for multilingual content in TikiWiki software. Value: $235,000 (NRC in-kind and revenue) for 2008-2009. Collaborated with the Government of Ontario on the use of an innovative terminology tool developed by NRC. Value: $29,000 (in-kind) for 2008-2009. Launched a PORTAGE and PORTAGE-SYSTRAN pilot project with the International Labour Office (ILO-BIT, UN, Geneva, CH). Value as of March 31, 2009: $25,000 (in-kind). Completed PORTAGE pilot project with a private translation firm. Value as of March 31, 2009: $20,000 (in kind). Completed one pilot project for the hybrid machine translation system PORTAGE-SYSTRAN with a private translation firm. Value: $15,000 (in-kind). Provided access to PORTAGE technology for the SISTIL project run by LGS (IBM) and funded through the Government of Quebec's regional program ACCORD. Value: $5,000 (in-kind) for 2008-2009. RESEARCH AND DEVELOPMENT 2008-2009 Filed one new patent application. Hosted four visiting researchers. Received and trained four students (PhD, Master's and undergraduate). Published eight scientific papers. Organized two symposiums. Chaired international conference program sub-committee. Participated on 14 editorial boards for scientific journals. Participated in 11 international conferences. Participated in two national conferences. Held four positions of various editorial responsibilities with international research journals. Performed 12 re-readings for international research journals. Performed 12 readings for international conferences. Participated on five national committees other than conference organizing committees. Assessed five research proposals for national organizations. Assessed four research proposals for international organizations. TRANSFER Issued one commercial licence for NRC's PORTalign technology (word alignment software) to Multicorpora R&D, which used it to create WordAlign™. NRC generated $5,000 in revenue (licensing fees) for 2008-2009. Issued four evaluation licences for statistical machine translation software (PORTAGE) to companies to assess how well this technology can be used in the private sector. Issued seven research licences to Canadian universities (five for statistical machine translation software (PORTAGE) and two for document categorization and classification software (CATÉGO, FACTO) to train university staff highly qualified in these areas. Transferred three test corpora for machine translation: two to companies and one to a university. Value: supports testing of NRC technology by its partners. OTHER COLLABORATIVE ACTIVITIES IN 2008-2009 Conducted nine presentations on activities being carried out by IIT-Gatineau. Organized two external national conferences, workshops or seminars. Participated in eight meetings of various committees of the Language Technologies Research Centre (LTRC-CRTL), Language Industry Association (AILIA) and the ACCORD program (with several NRC employees attending some of the meetings). Participated in AILIA's annual fair.
Immediate Result 2.2: Improved knowledge and use of both official languages.
Public Works and Government Services Canada	Linguistic Services            Linguistic Stewardship	Government of Canada Language Portal Result for 2008-2013 Roadmap: Canadians have better access to quality language resources in both official languages.	16.0		$1.19		Ensure funding for PWGSC initiatives under the Roadmap. Purchase upgraded server infrastructure for hosting of Termium free of charge. Develop and host Language Portal website. Establish maintenance agreements for Language Portal website and Termium infrastructure. Ensure compatibility of Termium with Common Look and Feel 2.0 standards. Make necessary changes to Termium to enable dissemination free of charge over the Internet. Revise and adapt 244 language-related articles. Revise and adapt 14 Writing tools. Revise and adjust 13 Linguistic games. Establish a project management team.
Canada School of Public Service	Foundational learning Official Languages Learning Language retention services	Expanding Universities'  Access to Language Learning Result for the 2008-2013 Roadmap: Increased access to language training products by Canadians through new partnerships with Canadian universities.	2.5		No expenses in 2008 - 2009		The program will be implemented in 2009-2010.
Canadian Heritage	Official Languages	Minority-Language Education - Component: Support to Second-Language and Minority-Language Education. Results for the 2008-2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages. 2) Increased access of OLMCs to quality education in their language in their milieu.	190.0		38.0		This investment has allowed the provinces and territories to improve their programs and activities that promote the learning of French and English as a second official language for over 2.4 million students, including 295,197 in French Immersion.
Canadian Heritage	Official Languages	Minority-Language Education - Component: Summer Language Bursaries Results for the 2008-2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages. 2) Improved access of OLMCs to a first-rate education in their language in their environment.	38.3		7.66		Almost 7,700 scholarship holders take advantage of the Explore program, which offers a cultural exchange that helps learners perfect their comprehension of their second official language.
Canadian Heritage	Official Languages	Minority-Language Education - Component: Official-language Monitors Results for the 2008-2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages. 2) Improved access of OLMCs to a quality education in their language and milieu.	14.8		2.96		The amount of participants in the Odyssée and Accent programs is maintained. These programs allow about 800 students to work as language assistants in second-language classrooms across the country.
Canadian Heritage	Official Languages	Youth Initiatives - Promotion of the linguistic duality Result for the 2008-2013 Roadmap: More young Canadians have a practical knowledge of their second language.	2.0		No expenses in 2008 - 2009		The program will be implemented in 2009-2010.
Immediate Result 2.3:  Improved access to cultural expressions of both linguistic groups.
Canadian Heritage	Cultural Industries	National Translation Program for Book Publishing Result for the 2008-2013 Roadmap: Improved access to cultural expressions of both linguistic groups.	5.0		No expenses in 2008 - 2009		The program will be implemented in 2009-2010.
Canadian Heritage	Cultural Industries	Musical Showcase Program for Artists from Official-language Communities Result for the 2008-2013 Roadmap: Improved access to cultural expressions of both linguistic groups.	4.5		0.5		More than 20 musical showcases of regional, national and international size have been funded, ensuring that the objectives of the initiative have been reached.
Intermediate Result 3: Strengthening capacity of the Government of Canada relating to official languages.
Immediate Result 3.1: Reinforced coordination for the Official Languages Program (OLP).
Justice Canada	Legal Services to Government	Accountability and Coordination Framework Result for the 2008-2013 Roadmap: Support to Ministers with statutory or sectoral responsibilities for official languages and to work with them.	2.18		0.33		Legal opinion and advice services for federal institutions: 120 informal and 45 formal opinions; three framework opinions on horizontal issues. Monitoring, meetings, conferences, training sessions and tools: five courses offered; one major conference organized (being held in 2009-2010); 10 presentations on specific issues. Tools distributed: three summary reports on language rights cases; three memos on decisions--FFT, SANB, and Caldech. Meetings: Committee of Assistant Deputy Ministers on Official Languages--seven meetings; Council of the Network of Official Languages Champions--six meetings; participation in the work of the Departmental Advisory Committee on Official Languages. Two meetings of the Practice Group; two high-profile cases managed horizontally--SANB and Caldech.
Justice Canada	Internal Services	Accountability and Coordination Framework	0.15		0.03		N/A
Canadian Heritage	Official Languages	Accountability and Coordination Framework Results for the 2008-2013 Roadmap: 1) The Government of Canada has official languages strategies. 2) The partners are supported in the implementation of their official languages initiatives. 3) The quality of information on results (financial and non-financial) provided by the partners is improved. 4) The results of the research on official languages are communicated to the partners. 5) The Minister of Official Languages is advised on official languages files.	13.5		1.91		Development of the new official languages strategy of the Government of Canada: the Roadmap for Canadian Linguistic Duality 2008-2013: Acting for the Future and distribution of a 20-page publication. Update of OLS website. Presentation of two Treasury Board submissions in cooperation with the 14 Roadmap partners. Development of a Horizontal Results-based Management and Accountability Framework (HRMAF) to support the implementation of the Roadmap initiatives.  The HRMAF includes a performance measurement strategy, a risk management analysis, an evaluation strategy and a reporting strategy. It also defines the structure of activities and results, the governance structure, and the roles and responsibilities of partners. The implementation of a performance measurement strategy will contribute to improve the quality of information on results provided by the partners. Coordination and presentation of some results of research on official languages to partners. The first workshop of the 2008 Symposium follow-up meeting was held on March 2009. The OLS gave advice and counsel on a continual basis to the Minister responsible for Official Languages in using briefing notes and organizing meetings.
Immediate Result 3.2: Reinforced linguistic duality in federal public service.
Office of the Chief Human Resources Officer[1]	Policy Direction - Partnerships and Integration Program Integrity and Sustainability Program	Centre of excellence Result for the 2008-2013 Roadmap: Linguistic duality is reinforced in the federal public service.	17.0		3.4		Began reflecting on ways to modernize policy instruments and will continue discussing this issue next year. Processed 26 interpretation requests. Provided feedback on 10 policy instruments from other policy centres. Processed approximately 2,500 opinion, advice and information requests. Held 81 information sessions. Gave 12 workshops.
	Strategic Services Program						Organized 37 awareness activities. Organized five special events. Organized one conference for the Network of Champions. Organized three sessions for the Champions. Organized one meeting with a Champion. Organized one Good Practices Forum. Discussed a new method of collaborating with the Champions and will implement this new method next year. Discussed a new method of collaborating with the advisory committees and a new method will be implemented incrementally. Set up one working group as part of the new approach of collaboration. Held three DACOL meetings. Held two CCACOL meetings.
	Integrity and Sustainability Program						Requested approximately 180 annual reviews for 2007-2008 and received 155 for 2007-2008 in 2009. 2006-2007 Annual Report tabled in March 2009.
Total			1,110.1		180.79

^[1] In February 2009, the Office of the Chief Human Resources Officer was created. It aggregates the Canada Public Service Agency and some parts of Treasury Board Secretariat related to compensation and human resources.

Comments on Variances: In the previous 2008-2009 RPP, we were not able to fill cell 14 (Planned Spending for 2008-2009) and cell 16 (Expected Results for 2008-2009) because the Roadmap for Canadian Linguistic Duality: Acting for the Future was only announced on June 19, 2008.

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

Contact information: Geneviève Postolec (819) 934-9196

Name of Horizontal Initiative: 2010 Olympic and Paralympic Winter Games--Delivering on Our Commitments

Name of Lead Department(s): Department of Canadian Heritage

Lead Department Program Activity:

PA2 - Sustainability of cultural expression and participation

PA7 - Participation in community and civic life

Start Date of the Horizontal Initiative: Fiscal year 2003-04

End Date of the Horizontal Initiative: March 31, 2012

Total Federal Funding Allocation (start to end date): $597.1M

Description of the Horizontal Initiative (including funding agreement):

The Government of Canada is a key partner in the 2010 Winter Games. The 2010 Federal Secretariat within the Department of Canadian Heritage works horizontally to support and promote federal engagement in the planning and delivery of the Games, including the provision of high-quality essential federal services, as well as capital and legacy funding. The Secretariat works with its partners and stakeholders to leverage the Games as an opportunity to advance public policy objectives, establish lasting legacies, and derive maximum benefit for all Canadians.  (www.canada2010.gc.ca)

Shared Outcome(s):

• 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.

Governance Structure(s):

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

• 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.

($ millions)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2008-09	Actual Spending for 2008-09	Expected Results for 2008-09	Results Achieved in 2008-09
Canadian Heritage	Sustainability of cultural expression and participation. Participation in community and civic life.	Venues - Sport Hosting Program Paralympics -Sport Hosting Program Opening Ceremony - Celebration and Commemoration Program Live Sites - Celebration and Commemoration Program and Cultural Spaces Canada Program Torch Relays - Celebration and Commemoration Program Secretariat Operation & Management -2010 Olympic and Paralympic Winter Games Federal Secretariat	442	62.7	Venues: 24.8 Paralympics: 5.1 Opening Ceremony: 2.6 Live Sites: 2.9 Torch Relays: Nil Secretariat Operation & Management: 6.3 Total: 41.7	Positive domestic and international exposure. Canada has established sport, social and cultural legacies.	The 2010 FS played a pivotal role in enhancing the Government of Canada's profile during the Beijing 2008 Summer Olympic and Paralympic Games. The 2010 FS collaborated with both the Beijing and Vancouver Games Organizing Committees to develop programming for federal departments participating in the Official Observer Programs, which are key components of the Olympic Games Knowledge Management Program led by the International Olympic Committee. The 2010 FS developed the Beijing 2008 Olympic and Paralympic Summer Games Observer Program Report to document lessons learned and best practices for use in planning the delivery of federal services during the Vancouver 2010 Olympic and Paralympic Winter Games. Organized and delivered one-year countdown events for the 2010 Olympic & Paralympic Winter Games. The 2010 FS re-launched Canada2010.gc.ca, the Government of Canada's 2010 Winter Games website. The 2010 FS developed and distributed additional promotional items for the 2010 Olympic and Paralympic Winter Games. Canadian Heritage finalized contribution agreements with VANOC for venue construction, Opening Ceremonies, and Paralympic Games operations. Four other contribution agreements were established with the City of Vancouver and the Resort Municipality of Whistler to establish Celebration Sites during the Games.
Security Group Sol. Gen. (RCMP) Public Safety & Emergency Preparedness Canada (PSEPC) Department of National Defence (DND) Canadian Security Intelligence Agency (CSIS) Public Health Agency of Canada (PHAC)	N/A	Police and Security	87.5		Due to national security implications, the Security Group has asked for this information not to be released.	Vancouver 2010 Integrated Security will continue functional planning of air security, marine security, road-based security, venue security, and exercise detailed planning.  It is expected to be completed this year. Major security facilities for games operations are being identified and secured as well as integrated command and control structures. Detailed functional venue planning will continue into the Standard Operating Procedures phase. Vancouver 2010 Integrated Security will also be working with planners from London 2012, integrating best practices; an overview presentation will take place with the Beijing 2008 Summer Games Security Committee.	Plans continue to be refined and tested, and planning includes participation of all stakeholders and partners.
Canadian Border Services Agency (CBSA)	Efficient and effective border management that contributes to the security and prosperity of Canada.	Security	15.8	1.8	1.8	Operational and logistical planning in preparation for the 2010 Winter Games.	The CBSA's Olympic and Paralympic Task Force was formed in October 2008 to lead the national and Pacific Region efforts to ensure that we are in the strongest possible position during the Games and participate effectively in the central coordinating infrastructure that has been established at the Privy Council Office. Development of operational and contingency plans is well underway to ensure that sufficient processes and resources will be in place to deal with increased volumes of travellers and goods. Implementation of a rigorous project management framework that tracks all project deliverables and expected completion dates. Continuing to build strong partnerships with other federal government departments, the Vancouver Organizing Committee and key partners and stakeholders. Olympic Federal Coordination Issue Clusters participation.
Citizenship and Immigration (CIC)	Maximum contribution to Canada's economic, social and cultural development from migration.	Temporary Resident Program	5.0	0.6	0.5 Salary: 0.4  (including Employee Benefit Plan, excluding Public Works & Government Services Canada (PWGSC) Accommodation) Non-Sal: 0.1	Regulatory and policy changes for the accreditation process of Olympic athletes and officials. Input to design, creation and handling of the Olympic Identification and Accreditation Card (OIAC). Continued operational and logistical planning.	Delivery of regulatory and policy changes for the accreditation process of Olympic athletes and officials. Provided input for finalization of design, creation and handling of the Olympic Identification and Accreditation Card (OIAC). Defined selected operational and logistical plans.
Human Resources & Skills Development Canadian (HRSDC)	Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.	Foreign workers and immigrants	1.3	0.4	0	The entry of foreign workers is incorporated into the larger nationwide Foreign Worker Program.	The entry of foreign workers is incorporated into the larger nationwide Foreign Worker Program.
Health Canada (HC)	Reduced health and environmental risks from products and substances, and safer living and working environments.	Healthy environments and consumer safety Health Protection of Foreign Dignitaries Health Protection of traveling public Health Protection of Public Servants	2.6	0.55	IPP O&M $62k Salaries $17k	Meet stakeholders to identify requirements. Creation of a Health Canada Network. Creation of Health Canada operational team including lead environmental health officer, nurse, paramedic and physician. Finalize agreements with stakeholders.	A total of about $230K has been incurred in expenditures by the Workplace Health and Public Safety Program-- Internationally Protected Persons Program (WHPSP--IPP).  However, the Treasury Board Secretariat funding in question was never transferred to our Program.
Environment Canada (EC)	Improved knowledge and information on weather and environmental conditions influence decision-making.	Environment Canada - Meteorological Service of Canada - Weather and Environment Operations - MSC Operations Pacific and Yukon	9.3	1.5	1.79	Forecaster training and supporting technologies for Olympic weather services to be implemented.	Forecaster training complete, successful delivery of event forecasts during 2009 winter events.   Installation and calibration of all monitoring technology complete, including Doppler radar. Dedicated sessions at American Meteorological Society 2009 and Canadian Meteorological and Oceanographic Society 2008 conferences with presentations covering monitoring science and forecasting at the Games. Engagement with Emergency Measures Organizations (EMO) and participation in Exercise Silver (a pre-Games security test exercise). Engagement with VANOC, other levels of government and other federal departments to ensure integrated planning. Engagement with public, media, and industry toward the preparation of weather and climate services for external stakeholders for 2010. Examples: new weather office pages, webcasting online, weather support for the Torch Relay, new Whistler weather radio installation. Under the World Weather Research Program an international Research Development Project (SNOW V-10) on winter snowcasting in complex terrain has been initiated and will provide a scientific legacy.
	Canadians adopt approaches that ensure the sustainable use and management of natural capital and working landscapes.	Environment Canada - Pacific and Yukon -Sustainability Division	2.6	0.5	0.49	Partnerships with other federal departments, Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games (VANOC) and the Province of BC are advanced in order to ensure that Sustainability principles are integrated into 2010 Winter Games planning & operations.   Opportunities for showcasing sustainability innovation are identified.	Coordinated the development and deployment of the 2010 Greening Government Toolkit for federal government employees, in partnership with PWGSC and the Pacific Federal Council. Identified environmental sustainability initiatives, best practices and lessons learned from the Beijing 2008 Games and incorporated into sustainability planning for 2010. Coordinated the development of an inventory of federal 2010-related sustainability innovations. Organized a Government of Canada sustainability exhibit at the World Conference on Sport and the Environment (WCSE), hosted by VANOC in Vancouver, March 29-31, 2009. Provided support and guidance to a VANOC-directed video that will promote the sustainability story of the 2010 Winter Games. Co-hosted with VANOC a partners' workshop on sustainable/ Aboriginal procurement to identify and share best practices and opportunities to advance sustainability objectives. Participated in VANOC's "Sustainability Star" program to select 2010-related sustainability initiatives for recognition. Provided input to the socio-economic impact study on the 2010 Games being conducted by Price Waterhouse Coopers. Initiated work with other federal departments to develop a federal plan for offsetting federal Games-related carbon emissions.
	Efficient and effective environmental assessments	Environment Canada - Environmental Stewardship Branch - Environmental Protection Operations - Pacific & Yukon Environmental Protection Operations - Environmental Assessment and Marine Programs	1.5	0.2	0.12	Environmental assessments (EA) and follow-up activities completed.	Completed follow-up activities related to 2010 project EAs.
Fisheries and Oceans	Healthy and productive aquatic eco-systems.	Habitat management	0.8	0.1	0.1	Environmental assessment work conducted as required.	Permitting, advice and monitoring for the Sea to Sky Highway Upgrade and the Callaghan Valley Nordic Centre. Continued to advise on the Whistler Downhill Venue, Whistler Athlete's Village, Cypress Snowboarding Venue and Legacy trails associated with the Nordic Venue.
Total			597.1 (includes 2.7 for PHAC in non-security funding and 26.0 for the Canadian Tourism Commission)	68.35	46.73

Comments on Variances:

For Canadian Heritage, the major difference in planned spending is due to project delays on capital construction of the celebration sites. Vancouver delayed due to the Environmental Assessment process and Whistler due to budget and scope.

HRSDC did not pursue the Treasury Board submission to receive incremental funding under the horizontal initiative. Any activities related to the 2010 Winter Games are being funded from their A-base funding.

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

The activities taken by non-federal partners of the 2010 Olympic and Paralympic Winter Games are critical to its success. Each of these partners has provided information on the results of their activities on their respective websites.

• Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games
• Government of British Columbia
• City of Vancouver
• Resort Municipality of Whistler
• Canadian Olympic and Paralympic Committees

Contact information: Karen Mackarous  (613) 949-7816

Name of Horizontal Initiative: Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime—formerly the National Initiative to Combat Money Laundering

Name of Lead Department(s): Department of Finance Canada

Lead Department Program Activity: Economic and Fiscal Policy Framework

Start Date of the Horizontal Initiative: June 2000

End Date of the Horizontal Initiative: 2009–10

Total Federal Funding Allocation (start to end date): $429,006

Description of the Horizontal Initiative (including funding agreement): The National Initiative to Combat Money Laundering (NICML) was formally established in 2000 as part of the government's ongoing effort to combat money laundering in Canada. Legislation adopted that year, the Proceeds of Crime (Money Laundering) Act (PCMLA), created a mandatory reporting system for suspicious financial transactions, large cross-border currency transfers, and certain prescribed transactions. The legislation also established the Financial Transactions and Reports Analysis Centre of Canada (FINTRAC) to collect and analyze these financial transaction reports and to disclose pertinent information to law enforcement and intelligence agencies. In December 2001, the PCMLA was amended to include measures to fight terrorist financing activities and renamed the Proceeds of Crime (Money Laundering) and Terrorist Financing Act (PCMLTFA).

The NICML was expanded and is now known as Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime. In December 2006, Bill C-25 amended the PCMLTFA to ensure Canada's legislation remains consistent with international anti-money laundering and anti-terrorist financing standards as set out by the Financial Action Task Force (FATF) and is responsive to areas of domestic risk. Amendments include enhanced client identification requirements, the creation of a registration regime for money services businesses, and the establishment of an administrative and monetary penalties regime to deal with lesser infractions of the Act.

Shared Outcome(s): To detect and deter money laundering and the financing of terrorist activities, and to facilitate the investigation and prosecution of money laundering and terrorist financing offences.

Governance Structure(s): Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime is a horizontal initiative involving both funded and non-funded partners. The funded partners include the Department of Finance Canada, the Department of Justice Canada, the Public Prosecution Service of Canada, FINTRAC, the Canada Border Services Agency (CBSA), the Canada Revenue Agency (CRA), and the Royal Canadian Mounted Police (RCMP); non-funded partners include Public Safety Canada (PS), the Office of the Superintendent of Financial Institutions (OSFI), Foreign Affairs and International Trade Canada, and the Canadian Security Intelligence Service (CSIS). An interdepartmental ADM-level group and a working group, consisting of all partners and led by the Department of Finance Canada, have been established to direct and coordinate the government's efforts to combat money laundering and terrorist financing activities.

($ thousands)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2008-09	Actual Spending for 2008-09	Expected Results for 2008-09	Results Achieved in 2008-09
Department of Finance Canada	Financial Sector Policy	Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime	3,000	300	316	Consultations with public- and private-sector stakeholders to refine regulatory proposals; Published regulations pursuant to the amended PCMLTFA; and Effective oversight of Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime.	Consultations with public- and private-sector stakeholders are ongoing. A public-private sector advisory committee was established to facilitate discussions among private and public sector members of the Regime. Consultations were also held with the real estate and credit union centrals sectors regarding regulatory amendments. One set of regulatory amendments to the PCMLTFA, which applied to real estate brokers and agents, were published in 2008–09. The amendments address some of the industry's concerns and clarify some of the provisions that came into force in June 2008. The Department of Finance Canada continues to lead the Regime and make available avenues to address policy and operational issues to ensure Canada has an effective Anti-Money Laundering and Anti-Terrorist Financing Regime.
Department of Justice Canada	The National Initiative to Combat Money Laundering	Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime	9,300	100	100	The Criminal Division of the Department of Justice Canada plays a significant role in the Regime. For 2008–09, it is anticipated that the Criminal Division will use the resources it receives to carry out work related to the FATF, including attending FATF-related international meetings, which will total five over the relevant period. Attendance at the meetings is of particular importance during 2008, because Canada's Anti-Money Laundering and Anti‑Terrorist Financing Regime is being evaluated this year against the FATF's 40 + 9 recommendations and the presence of the Division is necessary to ensure proper discussions of the Canadian evaluation report. In addition, the Criminal Division will be the relevant authority to respond to all legal issues that develop out of that evaluation. Resources will also be allocated to ensure the Criminal Division's continued involvement in policy development relating to money laundering and terrorist financing. Finally, the Human Rights Law Section will receive money to deal with any ancillary constitutional issues raised during prosecutions.	Expected results were achieved. In addition, the Department of Justice Canada provided updates to the FATF with regard to the Canadian mutual evaluation.
Public Prosecution Service of Canada (PPSC)	Addressing criminal issues to contribute to a safer world for Canada	Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime	6,900	2,300	2,269	The Public Prosecution Service of Canada (PPSC) plays a significant role in the regime. For 2008–09, it is anticipated that information provided to law enforcement by FINTRAC will result in more prosecutorial legal advice being provided to law enforcement. It will also result in additional charges being laid for money laundering and terrorist financing offences and thus result in an increased workload for prosecutors. The PPSC also has responsibilities related to the PCMLTFA. The planned work includes applications for production orders, increases in border seizure and forfeiture work associated with suspected proceeds of crime, and prosecutions related to offences against the Act. In addition, resources will be used for training of law enforcement personnel and prosecutors and for the development and coordination of policy as it relates to money laundering and terrorist financing. Finally, PPSC resources will carry out work related to the FATF, including attending a FATF meeting.	In 2008–09, the PPSC dealt with a number of files that contained a charge of money laundering or terrorist financing under the Criminal Code (CC)or a charge under the PCMLTFA. Specifically, the PPSC opened 45 new files that included 69 money laundering charges under the CC and 1 charge under the PCMLTFA. In addition, Crown counsel worked on 74 carry-over files that contained 246 charges of money laundering and 5 charges of terrorist financing under the CC and 7 charges under the PCMLTFA. The PPSC recorded pre-charge advice and legal support in almost a quarter (24 per cent) of these new and carry-over files. Over this time period, PPSC counsel provided formal as well as ad hoctraining to police over the course of their investigations. PPSC counsel also obtained 12 production orders under section 60 of the PCMLTFA.
Financial Transactions Reports Analysis Centre of Canada	Collection, analysis, and dissemination of financial information	Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime	266,591	38,595	40,256	Technology-driven financial intelligence analysis and case disclosures, which are widely used by law enforcement and intelligence agencies, and a program that fosters compliance by the reporting entities. Implementation of amendments contained in Bill C‑25	In 2008–09, FINTRAC had a large increase in the number of case disclosures of financial intelligence made to law enforcement agencies and national security agencies. This year, FINTRAC made 556 case disclosures, compared to 210 in 2007–08 and 193 in 2006–07. This increase is attributed to changes that have been made to the Centre's disclosure process, thus making it more efficient and responsive to the needs of recipient agencies. In addition, with the coming into force of Bill C-25's legislative changes, FINTRAC is able to provide a significantly expanded range of information, enabling the disclosures to have a greater effect. Assistance and outreach to reporting entities continued, with a particular focus on providing guidance to sectors that have been newly brought under the Regime. FINTRAC conducted over 500 outreach meetings, reaching more than 20,000 individuals, and provided feedback to reporting entities and associations representing all sectors now within the scope of the PCMLTFA. FINTRAC also conducted a greater number of examinations in all reporting entity sectors. In 2008–09, FINTRAC conducted over 450 such examinations, representing more than a 60-per-cent increase over the previous year. FINTRAC's non-compliance disclosures to law enforcement were also up significantly. FINTRAC has completed the implementation of virtually all elements of the C-25 legislation. This includes the Money Services Business Registration system and the Administrative Monetary Penalties (AMP) regime.
Canada Border Services Agency (CBSA)	Security	Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime	43,539	5,865	5,670	The CBSA is responsible for administering Part 2 of the PCMLTFA, “Reporting of Currency and Monetary Instruments.” The Cross-Border Currency Reporting (CBCR) Program requires that travellers report the importation and exportation of currency and monetary instruments equal to or greater than $10,000. Part 2 also provides for the enforcement element of the CBCR Program, which includes conducting searches, questioning individuals, and seizing non-reported or falsely reported currency and suspected proceeds of crime.	During 2008–09, the CBSA performed more than 2,000 seizures under the Act, totalling over $40 million. Approximately $8 million of this total was forfeited to the Crown, and penalties have been assessed in excess of $900 thousand. Over 170 seizures have resulted in forfeiture as suspected proceeds of crime or funds for the use of terrorist activities. Administratively, border services officers have collected over 32,644 cross-border currency reports.
	Access	Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime	12,413	1,661	1,762	(see above)	(see above)
Canada Revenue Agency (CRA)	Reporting compliance	Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime	8,800	2,200	2,200	The projected number of audits is 105, with a projected federal tax recovery of $8,956,905.	Ninety-six audits were completed with a total tax recovery of $26.6 million. In this fiscal year, 10 to 12 audits, with an unusually high tax recovery, were completed. The tax recovery amounts are not the norm for these types of files and are the reason for exceeding the Department's projections. These files also require more time to complete, which explains the lower number of audits completed.
Royal Canadian Mounted Police (RCMP) Money Laundering Units	Money Laundering Units	Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime	57,103	7,978	6,481	Enhanced national and international opportunities for the detection and investigation of money laundering activities; Development of FINTRAC disclosures, as well as other intelligence, to a point where resources from Integrated Proceeds of Crime Units or elsewhere in the RCMP could then be directed toward investigations that seek to increase seizures; and Increased resource level in Canada's three major urban centres (Vancouver, Toronto, and Montréal) to help build up the investigative capacity in those centres to conduct investigations on leads related to Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime.	Ten major investigations opened in 2008 have an international component associated with them. Many major investigations opened in 2008–09 are active files as they are complex in nature and often take years to conclude. Resources are focussed on the deterrence of money laundering by targeting major organized criminals and crime groups. One of these major files in 2008,initiated from a FINTRAC disclosure, is still under investigation and has over 21,000 person hours on it. There have been 32 major investigations initiated, which have resulted in over $7.6 million seized.
RCMP, Anti–Terrorist Financing Team (ATFT)	Special initiatives	Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime	21,360	5,340	4,102	Through the gathering and analysis of financial intelligence, the ATFT will focus on converting that intelligence into proactive investigations, thus enhancing Canada's ability to detect and deter terrorist financing activities	The ATFT continues to provide support to seven project status investigations of terrorist financing across Canada and to a number of requests for information received from domestic and international agencies. The ATFT, in conjunction with Canada Border Services Agency, CSIS, FINTRAC, and the RCMP's Proceeds of Crime, took part in a G8-sanctioned law enforcement effort targeting cash couriers at selected international airports. Canadian actions resulted in cash seizures of over $600,000. ATFT units have restrained bank accounts and a building related to the Department's investigations into the World Tamil Movement in Toronto and Montréal and are in the legal process of having these assets forfeited to the Crown. In 2009, Monin Khawaja was convicted and sentenced to 10 1/2 years for providing material support to a terrorist group. An investigation in BC by the National Security Financial Investigation Unit has led to the laying of a charge of terrorist financing against a male subject related to the Liberation Tigers of Tamil Eelam. This matter is set for trial in May 2010. The ATFT has provided a tactical package to CSIS to assist on a proposed criminal code listing and has provided assistance on the 2008–09 review of all criminal code listings as conducted by CSIS.  The ATFT is formalizing relationships with the Canadian Bankers Association and the Office of Superintendent of Financial Investigations by means of memorandums of understanding to ensure continued cooperation.  The ATFT continues to provide training to the RCMP and partner agencies. Financial investigative members from the various integrated national security enforcement teams and selected partner agency representatives from CSIS, CRA, and FINTRAC attended and presented at the Fall 2008 course. Currently, the ATFT is updating the Terrorist Financing Course to reflect changes requested and feedback from candidates from course attendees. The next course is slated for September 2009. The ATFT continues to support FATF. Members of the team have attended Caribbean Financial Action Task Force and Asia/Pacific Group on Money Laundering plenary meetings as well as the FATF plenary. The RCMP and CRA have completed the Department's joint-venture seminars on the use of the Charities Registration Security Information Act, which were begun in 2008 and delivered to field units in Ottawa, Halifax, Montréal, Vancouver, Edmonton, Calgary, and Toronto.  The ATFT has been part of the working group. led by Industry Canada, on the revised Investment Canada Act and is now performing background checks on entities at the behest of Industry Canada.
Total			429,006	64,339	63,134

Comments on Variances: FINTRAC: The planned spending amount did not include additional funding received and approved by the Treasury Board of Canada Secretariat over the 2008–09 fiscal year. Among the additional resources received are the Strategic Review Reinvestments, NICML re-profiled funds from 2007–08, Secretariat adjustments for Paylist Requirements (Vote 30), and Employee Benefits Plan year-end adjustments.

RCMP, Anti-Terrorist Financing Team: The shortfall in spending is due to the ongoing challenge of staffing all vacant positions and to a number of staff members being seconded to major national security files to assist on the terrorist financing portion of investigations (funded from the budget for national security).

RCMP, Anti-Money Laundering: The shortfall in spending is due largely to the procurement of ion scanners being delayed to the following fiscal year.

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

Contact information:

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

Name of Horizontal Initiative: National Anti-Drug Strategy

Name of Lead Department(s): Department of Justice

Lead Department Program Activity: Justice policies, laws and programs

Start Date of the Horizontal Initiative: 2007-08

End Date of the Horizontal Initiative: 2011-12 and ongoing

Total Federal Funding Allocation (start to end date): $578.5 millions

Description of the Horizontal Initiative (including funding agreement): The National Anti-Drug Strategy was launched by the Government of Canada in 2007, with a clear focus on illicit drugs and a particular emphasis on youth. Its goal is to contribute to safer and healthier communities through coordinated efforts to prevent use, treat dependency and reduce production and distribution of illicit drugs. It encompasses three action plans: prevention, treatment and enforcement.

The prevention action plan supports efforts to prevent youth from using illicit drugs by enhancing their awareness and understanding of the harmful social and health effects of illicit drug use, and to develop and implement community-based interventions & initiatives to prevent illicit drug use. The treatment action plan supports effective treatment and rehabilitation systems and services by developing and implementing innovative and collaborative approaches. The enforcement action plan aims to contribute to the disruption of illicit drug operations in a safe manner, particularly targeting criminal organizations.

Shared Outcome(s):

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

Governance Structure(s):

The governance structure of the Strategy consists of an Assistant Deputy Minister Steering Committee and working groups on policy and performance, prevention and treatment, enforcement, and communications. The governance structure is supported by the Strategic Initiatives and Law Reform Unit of the Department of Justice Canada.

The Assistant Deputy Minister Steering Committee (ADMSC), which is chaired by the Department of Justice Canada, oversees the implementation of the Strategy, making decisions necessary to advance the initiative, where required, and ensuring appropriate and timely outcomes for the initiative and accountability in the expenditure of initiative resources. The ADMSC prepares questions for the consideration of Deputy Ministers, where appropriate.

The Prevention and Treatment Working Group, chaired by Health Canada, oversees the development and implementation of the Prevention and Treatment Action Plans. The Enforcement Working Group, chaired by the Department of Public Safety Canada, oversees the development and implementation of the Enforcement Action Plan. The Policy and Performance Working Group, chaired by the Department of Justice Canada, oversees policy directions and outcomes for the Strategy and the work of the Sub-Committee on Evaluation and Reporting. The Communications Working Group, chaired by the Department of Justice Canada, oversees communication of the Strategy including, making decisions necessary to advance communication of the initiative and ensuring coordination of communication.

($ millions)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2008-09	Actual Spending for 2008-09	Expected Results for 2008-09	Results Achieved in 2008-09
Department of Justice	A1 Justice policies, laws and programs	a. Drug Treatment Courts	$16.2 M	$3,631,276	$3,631,276	Reduced drug substances relapse among drug treatment court clients.	The Drug Treatment Court Information System (DTC IS) is being enhanced to better collect drug substance relapse data. Results are inconclusive at this time given incomplete pilot site data. A recidivism study is also underway.
		b. Youth Justice Fund (Treatment Action Plan)	$6.8 M	$1,588,283	$663,687	Increased collaboration between provincial officials responsible for youth justice services and health services in order to meet the needs of youth in the justice system who use illicit drugs. Increased number of new or enhanced treatment models for drug-addicted youth in the justice system. Increased number of mechanisms to share knowledge among justice system stakeholders of what models work well for drug-addicted youth in the justice system.	A total of 11 projects were funded in 2008-2009. Of the 11 projects, 5 were new and funded through contributions, 5 through grants and 1 was an on-going contribution from 2007-2008. The total value of these projects was $549,429 ($462,740 in contributions and $86,689 in grants). Projects were undertaken in Manitoba, Ontario, Prince Edward Island, British Columbia and New Brunswick. The projects were with 6 provincial government departments, 3 were with front-line community organizations and 2 were with National organizations. The projects included the development and/or implementation of programming models (MB and ON), supporting participation of youth justice system representatives in the development of a province wide anti-drug strategy and program development (PEI), evaluation of existing drug treatment programs (BC), the development and delivery of an Atlantic conference to support the sharing of information and best practices, and support for two national conferences on the issue of youth with illicit substance abuse issues in the justice system. All Recipients have been encouraged to disseminate and share information on their projects as appropriate.
		c. Justice Canada Lead Role for the National Anti-Drug Strategy	$3.1 M	$616,895	$534,183	Effective leadership of the federal response to concerns around illicit drug prevention, treatment and enforcement through: exercising overarching responsibility for policy and coordination; maintaining the NADS Governance Structure; leading and coordinating all NADS communications activities; taking lead responsibility for accountability – evaluation and performance reporting.	Policy and Coordination: Initiated the NADS Speaker Series; Organized and hosted the National Forum on Drug Treatment and Youth in Conflict with the Law; Introduced Bill C-15 (minimum penalties for serious drug offences); Oversaw NADS involvement in the new global Political Declaration and Action Plan adopted at the United Nations Commission on Narcotic Drugs; Participated in meetings and workshops of the OAS Inter-American Anti-Drug Commission (CICAD). Governance structure: Chaired the NADS, ADM Steering Committee; Chaired multiple meetings of the NADS Policy and Performance Working Group; Participated in meetings of the Prevention and Treatment, and Enforcement Working Groups. Communications: Organized the Communications Working Group meetings and numerous horizontal meetings between NADS communications advisors; Produced bi-weekly NADS Communications Status Reports Oversaw 22 NADS announcements, including six announcements led by Justice; Oversaw 2 NADS related Ministerial releases: one tri-ministerial message and one message from the Minister of Health; Maintained the NADS website. Evaluation and reporting: Chaired the Policy and Performance Working Group’s Sub-Committee on Evaluation and Reporting; Refined the performance measurement strategy, identified baseline information and developed reporting templates for uniform reporting; Provided training to partner departments and agencies on the reporting templates; Coordinated the DPR and RPP processes; Produced the first NADS Annual Report. Developed a Request for Proposal for a methodological framework to support cost-effectiveness analysis; Initiated the NADS implementation evaluation.
Health Canada		a. Mass Media Campaign (Prevention Action Plan)	$29.8 M	$5,958,090	$3,489,000	Increase level of general knowledge and awareness of illicit drugs and the negative health and social effects associated with illicit drug use, among parents and teens	Only the parent-targeted media campaign was released and thus its impact results are limited to information on one target population – parents. The rate of recall for the TV advertisement increased from 32% in the pre-sample to 73% in the post-sample. An increase in recalling the ad can be translated into a successful increase in parental awareness of illicit drugs health effects. The sample of parents who recall any advertising (TV, web, radio) rated their overall knowledge about illicit drugs (including the number of drugs they are aware of, the harms associated with these drugs, and the influences of drugs on their children) higher than those parents who did not recall any advertising. These same parents who rated their knowledge as high, also noted an increase in their knowledge of being aware of the number of drugs available, the harms associated with these drugs, and the influences of drugs on their children. This sample showed an increase in their level of knowledge as attributed to recalling the mass media campaign.
	3.4.3 Controlled Substances	b. Drug Strategy Community Initiatives Fund (DSCIF) (Prevention Action Plan)	$59 M	$9,600,000	$4,889,655	Expected Outputs: Establish baseline of level of awareness and understanding of illicit drug issues and harmful health and social effects associated with illicit drug use. Prevention research, knowledge products, resources & tools National & Community-based Projects Consultations, Collaborations & Partnerships Expected Immediate Outcomes: Increased awareness & understanding of illicit drugs & their negative consequences Enhanced uptake of knowledge in communities to address illicit drug use & its negative consequences	DSCIF implemented a strategy to build capacity among funded recipients – this includes providing evaluation training and Health Canada standardized tools to collect baseline information/ pre- and post- evaluation information on all funded projects (rather than carrying out project specific outcome evaluations). It is anticipated that this baseline collection of information will begin in Fall 2009, thus the expected output is planned to be achieved in the 2009-10 FY. Establishing a baseline is now planned for 2009-2010 because the first projects were signed for funding in Q4 2008-09. Funding was initiated in the Q4 2008-09 on 3 new National DSCIF projects and 60 new Regional DSCIF projects, thus successfully achieving output 3. Nature of approved and funded projects: 25 projects are targeted at increasing awareness/understanding of healthy lifestyle choices & of illicit drugs & their negative consequences, thus contributing to achieving immediate outcome 1; 30 projects are focused on acquiring/improving capacity (knowledge & skills) to avoid illicit drug use, thus contributing to output 2 and immediate outcome 2; and 8 projects are targeted at increasing the engagement of community structures/networks in health promotion and prevention to prevent illicit drug use among youth (ages 10-24), thus contributing to expected output 4.
	3.4 Substance Use and Abuse	c. Drug Treatment Funding Program (DTFP) (Treatment Action Plant)	$124.7 M	$29,500,000	$1,781,337	Enhanced collaboration on responses to DTFP treatment systems’ issues within and among jurisdictions	Collaboration with jurisdictions is becoming increasingly enhanced: a) Following the call for proposals, an average of 10 bi-lateral meetings were held with each P/T to discuss and/or clarify issues related to the nature/scope of applications under the DTFP. b) Feb. 2009: A National-level Best Practices workshop was held [attended by 47 participants from across the country] – providing the opportunity for program planners, policy makers, and front line workers to network/share their experiences in early intervention treatment. c) Three F/P/T Working Group conference calls were held to allow P/Ts to present their plans for enhancing treatment systems. The Provinces of Nova Scotia and British Columbia and the Canadian Centre on Substance Abuse (CCSA) each presented their plans. d) As of June 2009, the management of the project related to Vancouver’s Downtown Eastside “Transitional Assertive Community Treatment Team and Women’s Residential Program/Day Program for Women Survival Sex Workers” will be transferred to the BC Region. The roll out of the program has been delayed by 1 year and only 6 projects have been signed to date (4 projects for treatment system improvements; 2 projects on treatment services and program enhancements).
	4.1.1.2 First Nations and Inuit Mental Health and Addictions	d. National Native Alcohol and Drug Abuse Program (Treatment Action Plan)	$36 M	$5,900,000	$5,600,000	Enhanced capacity to plan/ deliver a range of treatment services & programs to targeted populations Research applied to NNADP for the purpose of enhancing the program’s services.	Capacity to plan/deliver a range of treatment services and programs to targeted populations is becoming increasingly enhanced: Activities included: conducting regional needs assessments; establishing the First Nations Addictions Advisory Panel to guide the development of a new national treatment framework; enhancing the training and certification opportunities of NNADAP workers; supporting accreditation of treatment centres; continuing the design and implementation of 4 mental wellness team pilot projects; launching a pilot impact study in 3 First Nations communities designed to examine NNADAP outputs and outcomes; and continuing work to modernize addictions and treatment services including increased research, regional capacity building, and establishing strategic partnerships with various First Nations organizations.
	3.4.3 Controlled Substances	e. Office of Controlled Substances (Enforcement Action Plan)	$12.8 M	$2,142,000	$877,267	Establish baseline measure for “Industry and sites comply with legislation and regulations” (PAA) Increased understanding of compliance and policy/regulations/legislation	Baseline yet to be established. Rating Guide [for measuring compliance to Precursor Control policies and regulations] to be approved 2009-10. 3 FTEs staffed to increase capacity to monitor compliance. 60% of Licensed Dealers were inspected this year and 98% were partially compliant – this represents an increase in the inspection rate (33%) from 2007-08 and will be input in the Information Database for the purpose of increasing an understanding of compliance to precursor control regulations. Information Database is near the start of implementation. This DB will ease the monitoring of compliance pursuant to an inspection (Licensed Dealers’ compliance history, etc.). Thus, the use of this DB will serve to increase an understanding of compliance of policy/regulations/legislation. There were 1419 Loss and Theft reports completed and 575 forgeries reported, thus leading to an effective measurement of compliance to legislation/regulations. A client survey is currently being developed for distribution in 2009-10. This information will serve to measure the proportion of regulated parties whom are aware of [and understand] legislation and regulations related to controlled substances. This will serve as a baseline for measuring the level of stakeholders’/parties’ understanding of compliance and regulations/legislation.
		f. Drug Analysis Services (Enforcement Action Plan)	$49.2 M	$11,418,000	$8,400,000	Establish baseline measure for “Illegal drug operations are dismantled in a safe manner” (PAA) Increased capacity to provide timely and expert support	No results to date since a baseline measure has not yet been established. However, 34 clandestine laboratories were dismantled in 2008-09 with DAS assistance. Two positions were staffed with NADS resources. Laboratory instrumentation was purchased to increase drug analysis capacity. An increase in timely and expert support occurred this fiscal year: 96% of backlog was eliminated [Backlog = exhibits that had not been analysed and returned to the submitting agency within 60 days of receipt by DAS] reduced average time to respond to analysis requests (from 90 days in 2007-2008 to 59 days in 2008-2009) increased resources allocated to clandestine laboratory investigations (from 3295 hours in 2007-2008 to 4828 hours in 2008-2009) increased number of law enforcement personnel who received training from DAS (from 1266 in 2007-2008 to 1597 in 2008-2009) MMP « The program will become effective upon Royal Assent»
			$3.4 M [1]	$700,000	$0
3. Canadian Institutes of Health Research	1.2 Strategic Priority Research	Research on Drug Treatment Model (Treatment Action Plan)	$4.0 M	$974,998	$461,211	Increased knowledge translation and sharing of the trends and related consequences of illicit drugs	CIHR launched two Requests for Applications in April of 2008 with respect to the National Anti-Drug Strategy initiative – one for the Catalyst grant program, and one for the Team grant program. Applications were submitted to CIHR in October of 2008. CIHR funding of the catalyst and team grants commenced in 2008-09 to fund research regarding increased awareness and understanding of illicit drugs and their negative consequences. Funding of the team grants will continue through 2011-12.
4. Department of Public Safety Canada	3.1 Law Enforcement Policy	a. National Coordination of Efforts to Improve Intelligence, Knowledge, Management, Research, Evaluation (Enforcement Action Plan)	$4.0 M	$800,000	$606,000	Safer Communities and more effective policing through strategic national law enforcement policies	National Coordination of Enforcement Action Plan, specifically, led the Enforcement Action Plan Working Group. Participated and shared knowledge and information with stakeholders through domestic and international forum to further the Enforcement Action Plan (e.g., FPT Coordinating Committee of Senior Officials, National Framework for Action to Reduce the Harms Associated with Alcohol and Other Drug Substances in Canada (May 2008), Canadian, Chief of Police Drug Abuse Committee, Inter-American Drug Abuse Commission (May & December 2008), the United National Commission on Narcotic Drugs (March 2009)). Funded four (4) research and other initiatives in support of the Enforcement Action Plan. Supported the Minister of Public Safety, through briefings to respond to emerging issues related to the Enforcement Action Plan.
	Community Safety and Partnerships	b. Crime Prevention Funding and Programming: (Crime Prevention Action Fund & Research and Knowledge Development Fund) (Prevention Action Plan)	$20.0 M	$3,000,000	$3,394,060	Enhanced support for targeted at-risk populations. Enhanced knowledge in communities to address illicit drug use and its negative consequences.	25 NADS related crime prevention projects funded regionally throughout the country. On track to be able to report on outputs and early outcomes (i.e. Enhanced support for targeted at-risk populations / enhanced knowledge in communities to address illicit drug use and its negative consequences, etc.) in following year with understanding that projects are in varying stages of implementation.
5. Royal Canadian Mounted Police	1.1.2.7	a. Drug and Organized Crime Awareness Services (Prevention Action Plan)	$15.1 M	$3,010,000	$2,278,000	Increased awareness of illicit drugs and issues related to their use in sport, within school and Aboriginal communities	There were 6213 awareness presentations given during the fiscal year of 2008-2009 targeting 163,612 people which includes youth, parents, aboriginal youth, aboriginal parents and professionals. For the fiscal year of 2008-2009, 1149 DOCAS training sessions were provided to professionals, parents and students. A total of 3061 partnerships were established and maintained with other provincial, territorial, municipal, aboriginal, and non government partners as well as with other police agencies/detachments. DOCAS coordinators distributed 270,550 publications within communities across Canada. The program Kids & Drugs was launched Nationally November 2008. There were 285 new facilitators trained from communities throughout Canada. A total of 150,000 parent booklets, 4340 training manuals, 22,600 posters and 69,000 magnets and pens were distributed. A total of 2553 D.A.R.E. classes were conducted (each D.A.R.E. class consists of 10 lessons), as well as 10 presentations to 209 parents. The program reached 67,719 students in 1321 schools and of those, 1266 of the students were Aboriginal. Drug Endangered Children (DEC) is an early intervention initiative that seeks to stop the cycle of child abuse caused by the exposure to drug activity. It involves a resource guide and training programs for service delivery personnel, supervisors/managers, protocol partners and the general public. This program has been under development in 2008-2009 and will be rolled out nationally in the fall of 2009. The Aboriginal Shield Program (ASP) is in the final phase of revising all of the manuals to reflect a greater diversity of Aboriginal cultures and to incorporate the latest facts about Canadian drug issues, including emerging social challenges like Aboriginal gangs. The ASP will consist of two 12-lesson manuals for grades 5/6 and 7/8. The first 5 day Aboriginal Shield Community Facilitator Training pilot Course is being held in Ottawa, Ontario in November 2009, and will be represented by 9 Aboriginal communities from across Canada. Drugs and Sport, a program that was revised in 2008-2009, was delivered 13 times to 549 amateur athletes, and delivered 9 times to 210 professional athletes. 1000 Drugs and Sport publications were disseminated. Drugs in the Workplace were delivered to 1678 participants. Two five day Drug Awareness Officer Training (DAOT) courses were held in 2008-2009. A total of 60 police officers, that included municipal, regional, provincial and RCMP, were trained.
	3.5.2 Community and Youth Programs	b. National Youth Intervention and Diversion Program (Treatment Action Plan)	$3.4 M	$745,429	$565,494	Inventory of validated risk/needs screening and/or assessment tools that will result in: Increased police awareness of risk and protective factors of offenders and victims Increased community satisfaction with RCMP crime -prevention-related services Increased police awareness of community-based resources and referral procedures Increased referrals to addictions treatment and intervention programs by police	An Expert Advisory Panel was established and terms of reference developed. A first meeting was held late in FY 2008-09. Internal and external partners were identified through presentations and discussions. A program logic model and an evaluation framework were developed. A short-list of potential pilot / implementation sites was developed and consultations initiated. A training package was developed and will be further assessed. Training was delivered in Charlottetown, PEI, Williams Lake, BC, and Surrey, BC, which resulted in, among other things, increased police awareness of risk and protective factors of offenders/victims. A pool of crime prevention professionals was established and will be further developed. For instance, in all 11 RCMP Districts in New Brunswick, the Community Program Officer (CPO) program serves to enhance communities by providing increased preventative and public reassurance programs while supporting core policing operations.
	1.1.2.9	c. Marijuana and Clandestine Lab Teams/Proceeds of Crime (Enforcement Action Plan)	$91.4 M	$14,068,000	$12,211,000	Increase capacity to safely dismantle marijuana and synthetic drug operations Eliminate importation/exportation production and distribution of illicit substances of abuse, specifically to marijuana and synthetic drugs, the diversion of precursor chemicals and the involvement of organized criminals and crime groups in these activities Eliminate the health and public safety hazards resulting from the illicit production and distribution of marijuana and synthetic drugs Maintain the integration, collaboration and capacity between sectors, law enforcement agencies, governments, communities and international partners to address the illicit importation/exportation, production and distribution of MGO, SDO, of abuse, the diversion of precursor chemicals and the related health and public safety standards	New positions were deployed with NADS funding to SDO and MGO teams. Flexibility was afforded to the Divisions to use “A” Based funded positions to bolster the SDO/MGO (NADS) positions across Canada. The Synthetic Drug Initiative (SDI) was commissioned to address the synthetic drug problem in Canada. Working groups have been formed internally in order to interface on NADS funded positions distributed across the organization. Also an external working group including the RCMP, Health Canada, Canada Border Services Agency, Environment Canada, Revenue Canada, Public Safety, Department of Justice, Public Prosecution Service of Canada and the Department of Foreign Affairs and International Trade, has been formed to collaborate on NADS funded positions across Government. Separate work group has been formed with key Health Canada officials responsible for Policy and Regulatory Affairs for the purposes of making changes / additions to the Precursor Control Regulations, Rescheduling Amphetamine Type Stimulants and updating destruction authorities for seized controlled substances and precursors. A Joint Forces Operation is currently being sought with Canada Border Services Agency – Intelligence Directorate to enhance the sharing of intelligence and ultimately assist in the stemming of the smuggling of the precursors being imported into Canada by sophisticated organized crime groups. There were 257 MGO seizures, and 20 Clandestine Laboratory seizures made by the NADS teams in 2008/2009. For MGO’s this resulted in the seizure of 182,404 plants, and 6,447 kg of marihuana bud seized as part of these For Clan. Labs, over 150 kg of methamphetamine and 615 kg of MDMA were seized by NADS teams as part of their disruptions. Of the 20 Clan. Labs dismantled, 6 were capable of producing an excess of 10 kg of finished drug product.
6. Correctional Service Canada	3.0 Community Supervision	Case Preparation and Supervision of provincial Offenders (Enforcement Action Plan)	$23.3 M [2]	$3,700,000	$0	Timely case preparation; rate of offenders successfully reintegrated into the community (if legislation regarding mandatory minimum penalties for serious drug offences is passed)	The program will become effective upon Royal Assent
7. National Parole Board of Canada	Conditional Release Decisions and Open and Accountable Decision Processes.	Conditional Release and Pardon Decisions (Enforcement Action Plan)	$7.5 M [3]	$2,200,000	$0	Conditional release and pardon decisions and decision processes that safeguard Canadian communities	The program will become effective upon Royal Assent.
8. Office of the Director of Public Prosecutions	1.1 Prosecution of drug, organized crime and Criminal Code offences	a. Prosecution and prosecution -related services (Enforcement Action Plan)	$9.9 M	$1,300,000	$1,495,299	Provision of pre-charge legal advice and litigation support, as well as prosecution of drug offences under the Controlled Drugs and Substances Act (CDSA) in response to the workload generated by the enhanced RCMP dedicated anti-drug teams and criminal intelligence and technical operations support staff	In 2008-09, the PPSC handled 15,140 prosecution files that related to either drug production or distribution offences or both (pursuant to CDSA 5(1), 5(2), 6(1), 6(2), 7(1) and 7(2)). Of these, 13,405 included distribution offences, whereas 1,735 included production offences*. The funding for 2008-09 allowed for the hiring of an additional 7.5 FTEs for drug prosecutions conducted by ODPP staff prosecutors and for prosecution support. (*N.B.: Close to 10% of the total number of files included both production and distribution offences.)
		b. Prosecution of serious drug offences under the CDSA (Enforcement Action Plan)	$33.5 M [4]	$8,600,000	$0	Provision of prosecution-related advice and litigation support during police investigations, and prosecution of drug charges under the CDSA resulting from the proposed Minimum Mandatory Penalties	The program will become effective upon Royal Assent
9. Canada Border Services Agency	Security	Border Intelligence, Precursor Chemical Diversion, Analysis and Scientific Services (Enforcement Action Plan)	$7.8 M	$1,159,000	$1,070,000	The resources will be focused on intelligence gathering, information sharing, enforcement activities, assessment capabilities and laboratory support and services. Commence implementation and hiring of staff. For the CBSA, the reporting period for the NADS is from September 2007, the commencement of the Strategy, to March 31, 2008.	Criminal Investigations Division (CID): has been working with internal and external partners on this initiative to support and complement enforcement efforts. CID will continue to investigate referrals for offences against the Customs Act in relation to the illegal import and export of precursor chemicals. In 2008/09 CID has opened four criminal investigations, with enforcement partners, into offences linked to smuggling of controlled substances. Two of these have been concluded, with conviction, and the other two cases remain ongoing Intelligence: Enhancements have been made to the Precursor Chemical Diversion Program within its Intelligence Program to provide for improved functional guidance and direction to enhance the management of regional intelligence drug programs responsible for the identification, suppression and interdiction of contraband and other significant border criminality. Each region has an assigned officer responsible for precursor chemical matters and liaison with law enforcement partners.
	Science & Technology	Border Intelligence, Precursor Chemical Diversion, Analysis and Scientific Services (Enforcement Action Plan)	$4.9 M	$636,000	$627,000	The resources will be focused on intelligence gathering, information sharing, enforcement activities, assessment capabilities and laboratory support and services.	Laboratory and Scientific Services: Additional chemists have been hired and workload on precursors has increased from 23 Class A precursors analyzed in 2007-08 to 172 analyzed in 2008-09 (of which a large portion were due to an intelligence target on Gamma-Butyrolactone). Additionally, funds were used to analyze a variety of designer substances and to synthesize precursor primary reference standards. With respect to research activities, progress has been made on sampling concepts/techniques and work in partnership with both industry and other government departments to develop sampling aids has commenced. The Laboratory has acquired two existing Contraband Outfitted Mobile Examination Trucks (COMETs) and is currently re-designing the interior to allow for safe sampling and testing of unknown substances in a port of entry setting. The COMETs were obtained in September 2008 and have been used 3 times between January 2009 and March 2009 for suspected precursor sampling in marine mode.
10. Department of Foreign Affairs and International Trade	1.2 Diplomacy and Advocacy - International Operations and Programs	Annual Contributions to UNODC and CICAD (Enforcement Action Plan)	$4.5 M	$900,000	$900,000	Improved capacity of UNODC to fulfill its mandate in the fight against drugs and international crime at the global level. Improved capacity of CICAD to fulfill its mandate in the fight against drugs in the Americas.	DFAIT successfully managed projects involving the provision of training, equipment, technical and legal expertise resulting in increased capacity of beneficiary states and government entities to prevent and combat international crime and drugs. Capacity building activities addressed both the supply of, and demand for, illicit drugs and also responded to Canadian policy priorities.
11. Canada Revenue Agency	4 Reporting Compliance	Special Enforcement Program (Enforcement Action Plan)	$4.2 M	$788,149	$788,149	15 audits of MGOs and clandestine laboratories	During the fiscal year, CRA performed in excess of 200 audits of individuals involved in the production and sale of marijuana. As a result of NADS funding, CRA was able to perform 15 audits. The 15 audits resulted in $2,965,198 of additional federal tax. The auditees would also be responsible for provincial tax, interest and penalties.
12. Public Works and Government Services Canada	1.7 Specialized Programs and Services	Forensic Accounting Management Group (Enforcement Action Plan)	$1.5 M	$187,850	$187,850	To remove financial incentive for engaging in criminal activity	FAMG provided forensic accounting analysis on three RCMP NADS investigations. The analysis is critical in determining whether the assets of the suspects were derived from criminal activities, thus allowing the Government of Canada to seize these assets and thereby remove the financial incentive for engaging in criminal activities.
13. Financial Transactions and analysis Centre of Canada	4881 Collection, Analysis and Dissemination of Financial Information	Financial Transactions and Reports Analysis Centre of Canada (Enforcement Action Plan)	$2.5 M	$237,000	$237,000	Enhanced support to law enforcement Development of financial intelligence Ensuring compliance in high-risk reporting sectors	FINTRAC continues to increase its capacity to analyze information it receives to create financial intelligence that is relevant to drug-related cases and strengthen the communication with law enforcement and intelligence partners. The funding provided through NADS resulted in additional detection and analytical capacity to pro-actively detect and disclose drug-related cases referred to law enforcement, representing a 10% increase of all drug-related cases disclosed to law enforcement in 2008/2009.
Total			$578.5 M	$113,360,970	$54,687,468

Comments on Variances:

1. Department of Justice – b. Funding criteria was established, posted on the internet and sent to Provincial/Territorial representatives. A number of proposals submitted did not meet program criteria or required extensive development work which resulted in lapsing funds. Despite reasonable delivery against government priorities relating to the National Anti Drug Strategy generally, uptake on the new funds allocated for drug treatment as part of the NADS initiative was slow. Once this issue was identified by management, a request was made in September 2008 to reprofile some of the NADS funding. While other NADS partners succeeded in reprofiling NADS funds, the Youth Justice requests were not approved by Justice. Strategies are being developed and implemented to ensure that the variance is addressed.

2. Health Canada – a. When an election is called (as occurred in 2008) all advertising spending comes to a halt, this was when PCO put the NADS mass media campaign (youth component) on hold. Health Canada has been waiting and trying to move forward on this strategy since Sept, 2008. In FY 08/09 due to the lack of approvals, the Department lapsed approx $2.2M.

2. Health Canada – b. DSCIF launched a call for proposals early in the 2008/09 FY, but it had many layers of review and approval, followed by a federal election and then a new minister. After the approvals happened the program was late in the fiscal and a majority of the new projects only had the last quarter of the fiscal to incur approved expenses. DSCIF has reprofiled some money from 08/09 into future fiscal.

2. Health Canada – c. This began as an entirely new program (unlike DSCIF that has simply refocused its money under NADS). Its main recipients are the provinces/territories which, as another level of government, have their own levels of approvals even before an application is submitted. DTFP has reprofiled some money from 08/09 into future fiscal.

2. Health Canada – e. Delays experienced in 2007/08 affected the progress of completed outputs in 2008/09. These delays were due to issues faced during the building of capacity and the development of competency. Despite delays, all OCS outputs have started (including the Information Database, Client Survey, and Compliance Rating Guide). In addition, the variance for disposal is due to the uncertainty of increase demand and impact to the reimbursement of disposal cost for authorized controlled substances.

3. Canadian Institutes of Health Research - The discrepancy is explained by the fact that in the competition only 2 Catalyst Grants were fundable and that only part of the three funded team grants were related to illicit drug use (thus affecting the amount of NADS money allocated to these grants - and causing a lapse in planned NADS spending). It is always difficult to evaluate the uptake of a RFA when it is launched. Only 4 Catalyst Grant applications were received and 8 Team Grant applications. The success rates of the two grant programs are in the normal range.

4. Department of Public Safety Canada – a. Staff turnover resulted in some lapsed funding in 2008-09.

5. Royal Canadian Mounted Police – c. A lot of the Divisions have had difficulty staffing positions, or have had the expected transfers and promotions occur within their areas. As this area is a priority for the RCMP, the Divisions are aware of the importance of staffing these positions.

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

Contact information:
Catherine Latimer
General Counsel and Director General
Strategic Initiative Unit
613-957-9623
clatimer@justice.gc.ca

1. Name of Horizontal Initiative: Canadian Group on Earth Observations

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

3. Lead Department Program Activity: Canadians are informed of, and respond appropriately to, current and predicted environmental conditions

4. Start Date of the Horizontal Initiative: July 2003

5. End Date of the Horizontal Initiative: Ongoing

6. Total Federal Funding Allocation (start to end date): No new funds; annual multi-departmental contributions

7. Description of the Horizontal Initiative (including funding agreement): Interdepartmental secretariat established to coordinate Canada's participation in the international intergovernmental Group on Earth Observations and advance coordinated, comprehensive and sustained Earth observations in Canada. The Canadian Group on Earth Observations is funded through annual interdepartmental transfers and in-kind contributions.

8. Shared Outcome(s)

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

9. Governance Structure(s)

• Assistant Deputy Ministers Steering Committee (Chair: Assistant Deputy Minister, Meteorological Service of Canada)
• Directors General Interdepartmental Coordination Committee
• Canadian Group on Earth Observations working groups and task teams
• Canadian Group on Earth Observations Secretariat

10. Federal Partners	11. Federal Partner Program Activity	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)	14. Planned Spending for 2008-09	15. Actual Spending for 2008-09	16. Expected Results for 2008-09	17. Results Achieved in 2008-09
Environment Canada	N/A	a) Weather and Environmental Monitoring	Not available	Salary: $230,000 O&M: $140,000 G&C: $38,000 In-kind: $25,000	Salary: $230,000 O&M: $90,000 G&C: $88,000 In-kind: $25,000	a) Federal Earth Observation Strategy initiated; b) CGEO Working Committees (Soil Moisture, Arctic, and Data Policy) making active progress; c) CGEO engaged in GEOSS in the Americas initiatives; d) bilateral activities with U.S.A. initiated	a) Consultations and drafts of the Federal Earth Observation Strategy produced; b) CGEO Working Committees (Soil Moisture, Arctic and Data Policy) continued to be engaged, and concrete outcomes are being achieved; c) CGEO engaged in GEOSS in the Americas initiatives, including organizing symposium in Panama; d) bilateral activities with U.S.A., including bilateral workshop on ice and water
Canadian Space Agency	N/A	a) Earth Observations	Not available	$40,000 + in-kind	$40,000 in-kind not available	As above	As above
Agriculture and Agri-Food Canada	N/A	a) Science and Technology	Not available	$20,000 + in-kind	$20,000 in-kind not available	As above	As above
		b) Prairie Farm Rehabilitation Administration and Environment	Not available	$20,000 + in-kind	$20,000 in-kind not available	As above	As above
Natural Resources Canada	N/A	a) Earth Sciences Sector	Not available	Not available	Not available	As above	As above
		b) Canadian Forest Service	Not available	Not available	Not available	As above	As above
Fisheries and Oceans Canada	N/A	a) Science and Technology	Not available	Not available	Not available	As above	As above
Health Canada	N/A	a) Radiation	Not available	Not available	Not available	As above	As above
Statistics Canada	N/A	a) Agriculture	Not available	Not available	Not available	As above	As above
Foreign Affairs and International Trade Canada	N/A	a) Environment	Not available	Not available	Not available	As above	As above
Total			Not available	Not available	Not available

18. Comments on Variances: N/A

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

20. Contact Information: Kenneth Korporal, Coordinator, Canadian Group on Earth Observations Secretariat, 373 Sussex Dr., Ottawa ON K1A 0H3, 613-995-2466, kenneth.korporal@ec.gc.ca

For more information: www.cgeo.gc.ca

1. Name of Horizontal Initiative: Great Lakes Basin Ecosystem Initiative

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

3. Lead Department Program Activity: Canadians adopt approaches that ensure the sustainable use and management of natural capital and working landscapes

4. Start Date of the Horizontal Initiative: April 1, 2005 (Great Lakes Action Plan [GLAP] IV resources)

5. End Date of the Horizontal Initiative: March 31, 2010 (expiry of the Canada-Ontario Agreement Respecting the Great Lakes Basin Ecosystem [COA] and GLAP IV resources)

6. Total Federal Funding Allocation (start to end date): $40 million over five years (GLAP IV resources), plus departmental A-base

7. Description of the Horizontal Initiative (including funding agreement): Through the Great Lakes Basin Ecosystem Initiative, Environment Canada coordinates efforts to restore and maintain the chemical, physical and biological integrity of the Great Lakes Basin Ecosystem and ensures delivery of federal commitments as expressed in the Canada-U.S. Great Lakes Water Quality Agreement. Environment Canada uses the COA to engage other federal departments and Ontario in delivering Canada's Great Lakes Water Quality Agreement commitments.

Environment Canada's Great Lakes Basin Ecosystem Initiative reflects Budget 2005 investments targeted at continuing the work under GLAP to improve the ecological integrity of the Great Lakes Basin Ecosystem. A total of $40 million over five years was allocated in GLAP IV to continue the environmental restoration of key aquatic Great Lakes Areas of Concern. Federal departments also use A-base resources to support their efforts towards achieving COA results.

8. Shared Outcome(s): The Great Lakes Water Quality Agreement establishes broad, long-term objectives for Canada and the Unites States in restoring and protecting the Great Lakes. The COA provides a short-term plan for achieving Canada's Great Lakes Water Quality Agreement commitments. Through the COA, federal and provincial agencies are guided by a shared vision of a healthy, prosperous and sustainable Great Lakes Basin Ecosystem for current and future generations. The COA also establishes a common purpose and shared goals, results and commitments in four priority areas: restoration of Areas of Concern, reduction of harmful pollutants, achievement of lake and basin sustainability, and coordination of monitoring, research and information.

9. Governance Structure(s): Eight federal organizations are engaged in delivering Great Lakes Basin Ecosystem Initiative results under the COA: Environment Canada, Fisheries and Oceans Canada, Agriculture and Agri-Food Canada, Natural Resources Canada, Parks Canada, Transport Canada, Infrastructure Canada and Health Canada.

The COA Management Committee is the senior federal-provincial management body responsible for setting priorities, establishing strategies to ensure delivery of the COA, and developing common positions and joint action plans for representing Canadian interests, and engaging in cooperative initiatives with American agencies and the International Joint Commission.

Planning, prioritization and allocation of GLAP IV monies is managed through the federal Great Lakes Executive Committee, which involves the eight federal signatories to COA. The Committee approves strategic directions and priorities for GLAP IV work activities and coordinates federal positions, strategies and initiatives in support of binational activities and discussions.

10. Federal Partners	11. Federal Partner Program Activity	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)	14. Planned Spending for 2008-2009	15. Actual Spending for 2008-2009	16. Expected Results for 2008-2009 (Please see Appendix for COA Results Statements)
Environment Canada	Sustainable use and management of natural capital and working landscapes	COA	$37.5 million GLAPIV plus departmental A-base.	$8.0 million (GLAPIV) plus departmental A-base	$4.6 million (GLAPIV) plus $2.4 million departmental A-base	All COA results, except Ann. 2-3.2
Fisheries and Oceans Canada	Healthy and productive aquatic ecosystems	COA	$2.4 million GLAPIV, plus departmental A-base	$585 000 (GLAPIV) plus $4.8 million departmental A-base	$585 000 (GLAPIV) plus $4.8 million departmental 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	Agriculture Policy Framework and Growing Forward Policy Framework	$80 million under these frameworks from 2005 to 2009-2010	$16 million	$14 million from Growing Forward	Ann. 1-1.2; Ann.1-2.2; Ann. 2-2.3; Ann. 3-1.2; Ann. 3-1.4; Ann. 3-2.2; Ann. 4-1.1; Ann. 4-2.2
Natural Resources Canada	Canada is a world leader on environmental responsibility in the development and use of natural resources Ecosystem risk management: Canada understands and mitigates risks to natural resource ecosystems and human health	Port Hope Long-term Low-level Radioactive Waste Mgmt. Project ESS: Environment and Health Program CFS Forest Harvesting in Riparian Zones ESS: Groundwater Mapping Program CFS Pesticides Program ESS: Enhancing Resilience to Climate Change Program	Departmental A-base	$1.2 million	$1,292,302.00	Ann. 1-2.3; Ann. 2-3.1; Ann. 3-1.4; Ann. 3-2.4; Ann. 3-5.1; Ann. 4-2.1
Parks Canada	Heritage resources conservation Public appreciation and understanding Visitor experience	National Parks National Marine Conservation Areas	Departmental A-base	Figures not available (see note under Variances, below)	Figures not available (see note under Variances, below)	Ann. 3-1.1; Ann. 3-1.2; Ann. 3-1.3; Ann. 3-2.2; Ann. 3-3.2; Ann. 3-3.3; Ann. 4-1.1; Ann. 4-2.2.
Transport Canada	Environmental protection and remediation Canadian Ballast Water Program	COA	Departmental A-base and C-base	$709,000 (A-base and C-base)	$709,000 (A-base and C-base)	Ann. 3-1.3; Ann. 3-2.1; Ann. 3-4.1; Ann. 3-4.2
Infrastructure Canada	Infrastructure funding programs	The Building Canada plan (Building Canada Fund, Provincial-Territorial Base Fund, Infrastructure Stimulus Fund, Green Infrastructure Fund and Gas Tax Fund)	Departmental A-base	Figures not available (see note under Variances, below)	Figures not available (see note under Variances, below)	Infrastructure Canada supports the objectives of the COA with particular emphasis on Ann. 1-1.1 and  Ann. 1-2.1. Infrastrucgture Canada has a project selection process in place to ensure that projects selected for funding meet specific eligibility criteria. Projects that are to be funded may be determined through a competitive merit-based process, through joint federal-provincial discussions, or the Minister of Transport, Infrastructure and Communities may accept an Annual Capital Plan than could include water and wastewater projects.
Health Canada	Healthy environments and consumer safety	COA	Departmental A-base	Figures not available (see note under Variances, below)	Figures not available (see not under, Variances below)	Ann. 2-3.2
TOTAL GLAPIV (plus departmental funding)				$8.6 million GLAPIV (plus departmental funding)	$5.2 million GLAPIV (plus departmental funding)

17. Results Achieved in 2008-2009

Environment Canada
Work continued to achieve progress in restoration of Great Lakes Areas of Concern, including the following:

• assessing and evaluating contaminated sediments in various Great Lakes Areas of Concern to develop site-appropriate management plans and strategies to address them;
• developing indicators to assess the efficacy of remedial activities carried out in various Areas of Concern; and
• providing technical assistance to the town of Nipigon in the preparation of its funding application to upgrade the town's sewage treatment plant from primary to secondary treatment (Nipigon Bay Area of Concern).

Work continued to achieve a better understanding of the state and trends in the Great Lakes Ecosystem. Environment Canada worked with universities and other government agencies on many water and wildlife research projects, including the following:

• monitoring wildlife populations and assessing wildlife habitat in Great Lakes Areas of Concern;
• implementing cooperative bi-national monitoring programs in support of Lakewide Management Plans; and
• hosting, in collaboration with the U.S. Environmental Protection Agency, the eighth biennial State of the Lakes Ecosystem Conference and producing the State of the Great Lakes 2009 Highlights report.

Work continued to reduce the release of harmful substances. Environment Canada worked with the Great Lakes community on projects, including the following:

• carrying out research and monitoring to detect the possible presence of antibiotics and household personal care products in sewage sludge and effluents. This work will lead to a greater understanding of the extent to which these substances are entering the Great Lakes from municipal water treatment facilities. As the understanding of the sources and the extent of the problem deepens, Environment Canada is developing various approaches to addressing this issue, one such approach being education. As a pilot project in the Lake Superior area, posters and flyers providing information on how to properly dispose of these products were distributed to medical and dental clinics, hospitals, seniors' centres, retirement homes and the Thunder Bay District Health Unit network, as well as to 11 Aboriginal communities. In addition, presentations on this topic were made to community organizations, and a series of public information sessions was held to help prevent these products from entering waterways, including the Great Lakes;
• monitoring atmospheric pollutants in the Great Lakes Basin with the Integrated Atmospheric Deposition Network; and
• setting priorities to reduce toxic substances of emerging concern in the Great Lakes Basin consistent with Environment Canada's Chemicals Management Plan.

Fisheries and Oceans Canada
Work continued to conduct science, enhance fish habitats and control the negative impacts of established invasive species. Projects included the following:

• development of the Nottawasaga Bay nearshore habitat program, GIS database and mapping overlay on photographic formats, with plant and substrate surveys of selected shorelines and video footage to document current nearshore habitat;
• mapping of larval sea lamprey habitat using the RoxAnn Seabed Classification System, and assessing larval density in the Lower Niagara River to estimate its current and potential contribution to the parasitic population in Lake Ontario and to guide future control efforts;
• mapping of fish habitat along the Moira River, Bay of Quinte, to help Quinte Conservation, so that no net loss of fish habitat occurs in the jurisdictional area (Lake Ontario); and
• risk assessment, research and monitoring projects to reduce the threat of aquatic invasive species.

Agriculture and Agri-Food Canada
Work continued to improve beneficial agriculture management practices, with involvement of the Great Lakes farming community in numerous projects, including the following:

• carrying out studies, environmental assessments and infrastructure projects to facilitate the provision of a reliable, good quality supply of water for agricultural operations;
• delivering the Pest Reduction Research Program, which supports registration of low-risk pest control products, improved grower knowledge of best management practices for pesticides, and improved pest management systems through on-farm demonstrations to reduce risks associated with the use of pesticides in the production of priority commodities; and
• improving management of land and water resources used in agricultural production, including setting up buffers, fencing and alternate watering systems in riparian areas, beneficial nutrient management practices and water use efficiency technologies.

Natural Resources Canada
Work continued towards the achievement of the sustainable development of Canada's energy, forestry and mineral metals resources within the Great Lakes Basin, including the following:

• completion and approval of the Port Hope Project environmental assessment, with a Canadian Nuclear Safety Commission licensing decision expected in late 2009, and completion of the Port Granby Project environmental assessment (approval pending);
• enhancing policies and practices to mitigate forestry impacts on creeks and rivers; and
• enhancing accuracy of pesticide applications on forests to reduce impacts on aquatic organisms.

Parks Canada
Delivers the National Parks and National Marine Conservation Areas programs, and works to develop and maintain a viable protected areas network in the Great Lakes Basin that is relevant to Canadians. Projects included the following:

• meeting requirements detailed in the Memorandum of Agreement between Parks Canada and the Ontario government leading to the formal establishment and operationalization of the Lake Superior National Marine Conservation Area;
• operating Fathom Five Marine Park (Lake Huron), including protecting and monitoring coastal heritage resources and delivering Great Lakes-focused interpretation and outreach programs;
• operating five coastal National Parks in Ontario on three Great Lakes and in the St. Lawrence River, including monitoring heritage resources, and delivering interpretation, outreach, stewardship, and visitor experience programs related to the Great Lakes; and
• working collaboratively with the Ontario government to establish National Marine Conservation Areas on each of the Great Lakes.

Transport Canada
Work continued to ensure compliance with Canada Shipping Act regulations related to the ecosystem health of the Great Lakes. Transport Canada undertook a wide variety of inspection, monitoring and training programs, including the following:

• 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 the development of ballast water technology.

Infrastructure Canada
Work continued towards providing funding to eligible infrastructure projects in support of a cleaner environment, including improved wastewater treatment, among other objectives. Under the Communities Component of the Building Canada Fund, as well as through the Infrastructure Stimulus Fund, federal funding has been announced for numerous wastewater infrastructure projects located in communities surrounding the Great Lakes.

Although not approved during the period covered in this report, wastewater infrastructure projects located in the following communities near the Great Lakes were announced in June 2009 as priorities for funding under the Major Infrastructure Component of the Building Canada Fund: Timmins, Owen Sound, Red Rock, Nipigon, Cornwall, South Dundas and Halton Region.

Health Canada
Work continued to enhance environmental health knowledge within the Great Lakes Basin that can be integrated into policies to address risks to human health by all levels of government. Projects included the following:

• facilitating information sharing among government partners through environmental public health networks regarding environmental risks to human health in the Great Lakes Basin; and.
• continued implementation of activities to address substances identified under Canada's Chemicals Management Plan that are of human health concern.

18. Comments on Variances

Environment Canada: Dedicated Great Lakes funding (GLAP IV) is received only by Environment Canada and Fisheries and Oceans Canada, who also each contribute departmental A-base towards achieving results under COA. All other partners (federal and provincial) achieve COA results via departmental funding. Reported spending by Environment Canada of GLAP IV resources was less than expected in 2008-2009 due to changes in departmental resource allocations following a restructuring exercise. As mentioned above, Environment Canada also spends A-base funding to achieve COA results; however, exact figures are not available.

Parks Canada: Figures for planned and actual spending are not available, since Parks Canada financial coding systems are not designed to separate out Great Lakes-specific activities.

Health Canada: Health Canada supports work for the Great Lakes Basin Ecosystem Initiative through the joint Environment Canada-Health Canada Chemicals Management Plan. Specific resource figures are not available, since this spending is not tracked separately in Health Canada's financial system.

Infrastructure Canada: Exact figures are not available for total approved, and planned and actual spending for 2008-2009.

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

20. Contact Information: Alison Kennedy, A/Manager, 416-739-5913

For more information: www.on.ec.gc.ca/greatlakes/default.asp

Appendix: COA Results Statements

PRIORITY 1: AREAS OF CONCERN
Result 1.1 Reduce microbial and other contaminants and excessive nutrients from industrial or municipal wastewater to achieve delisting targets in Nipigon Bay and St. Lawrence River (Cornwall) Areas of Concern (AOC)
Result 1.2 Reduce microbial and other contaminants and excessive nutrients from rural non-point sources to meet delisting criteria in the St. Lawrence River (Cornwall) AOC
Result 1.3 Contaminated sediment management strategies developed for the Wheatley Harbour AOC and implemented in the St. Lawrence River (Cornwall) AOC
Result 1.4 Plans in place and being implemented to rehabilitate fish and wildlife habitats and populations to meet delisting targets in the Wheatley Harbour and St. Lawrence River (Cornwall) AOCs
Result 1.5 Informed, effective collaboration among governments, communities and individuals to prioritize and complete actions required for delisting and confirming environmental recovery in Nipigon Bay, Jackfish Bay, Wheatley Harbour and St. Lawrence River (Cornwall) AOCs
Result 1.6 Environmental monitoring and reporting to document improvements and track environmental recovery
Result 2.1 Reduce microbial and other contaminants and excessive nutrients from municipal sewage treatment plants, combined sewer overflows, urban stormwater and industrial wastewater towards delisting targets in St. Marys River, St. Clair River, Detroit River, Niagara River, Hamilton Harbour, Toronto and Region, and Bay of Quinte AOCs
Result 2.2 Reduce microbial and other contaminants and excessive nutrients from rural non-point sources towards achieving the Remedial Action Plan (RAP) delisting criteria in St. Clair River, Detroit River, Niagara River, Hamilton Harbour, and Toronto and Region AOCs
Result 2.3 Progress made in developing sediment management strategies to reduce ecological and human health risk from contaminated sediments in Thunder Bay, Peninsula Harbour, St. Marys River, St. Clair River, Detroit River, Niagara River, Hamilton Harbour, Port Hope and Bay of Quinte AOCs
Result 2.4 Long-term management plans being developed and priority actions for delisting being implemented for rehabilitation and protection of fish and wildlife habitats and populations in St. Marys River, St. Clair River, Detroit River, Niagara River, Hamilton Harbour, Toronto and Region, and Bay of Quinte AOCs
Result 2.5 Informed, effective collaboration among governments, communities and individuals to prioritize and complete actions required for delisting and confirming environmental recovery in AOCs
Result 2.6 Identify monitoring needs, undertake required studies and evaluate results to assess environmental recovery and support remediation strategies in AOCs

PRIORITY 2: HARMFUL POLLUTANTS
Result 1.1 Reduction in releases of Tier 1 substances beyond the 2005 achievements towards the goal of virtual elimination
Result 2.1 Reduction in releases of Criteria Air Pollutants
Result 2.2 Coordinated activities to reduce releases from municipal wastewater
Result 2.3 Develop and initiate a program for the Sound Management of Chemical Substances in the Great Lakes Basin
Result 3.1 Improved understanding of the sources, fate and impacts of harmful pollutants in the Great Lakes Basin
Result 3.2 Human health risks from harmful pollutants are understood and addressed in the Great Lakes Basin

PRIORITY 3: LAKE AND BASIN SUSTAINABILITY
Result 1.1 Increased awareness and appreciation of the Great Lakes and their contributions to social, economic and environmental well-being
Result 1.2 Increased stewardship actions that work towards a balance between human well-being and prosperity, and healthy aquatic ecosystems
Result 1.3 Sustainable use of land, water and other natural resources to provide benefits from the Great Lakes now and in the future
Result 1.4 Enhanced knowledge about beneficial and harmful impacts of human activities on Great Lakes aquatic ecosystems and resources
Result 2.1 Reduce microbial and other contaminants and excessive nutrients from industrial and municipal wastewater, combined sewer overflows and urban stormwater sources, consistent with actions specified in binational Lakewide Management Plans and binational lake action plans
Result 2.2 Reduce microbial and other contaminants and excessive nutrients from rural sources by undertaking actions specified in the binational Lakewide Management Plans and binational lake action plans
Result 2.3 Identification of contaminated sediment and development of sediment management plans to reduce the release and impact of sediment-bound contaminants on the Great Lakes Basin Ecosystem
Result 2.4 Enhanced knowledge about beneficial and harmful impacts of human activities on Great Lakes water quality
Result 3.1 Great Lakes aquatic ecosystems and habitats are protected, restored and sustained consistent with binational Great Lakes planning
Result 3.2 Progress on rehabilitation of Great Lakes native species to restore the health of aquatic ecosystems, consistent with binational Great Lakes planning
Result 3.3 Enhanced knowledge about beneficial and harmful impacts of human activities on Great Lakes aquatic ecosystems, habitats and species
Result 4.1 Implementation of the National Action Plan to Address the Threat of Aquatic Invasive Species in the Great Lakes
Result 4.2 Enhanced knowledge about the harmful impacts of aquatic invasive species on Great Lakes aquatic ecosystems, food webs and species
Result 5.1 The impacts of climate change on the Great Lakes ecosystem composition, structure and function, including biodiversity (organisms and their habitat), water quality and quantity, human health and safety (including access to clean drinking water), social well-being and economic prosperity, are understood by governments and the Great Lakes community
Result 6.1 The potential risks to Great Lakes drinking water intakes are identified and assessed, and early actions to address risks are undertaken
Result 6.2 Develop knowledge and understanding of water quality and quantity issues of concern to the Great Lakes as drinking water sources

PRIORITY 4: COORDINATION OF MONITORING, RESEARCH AND INFORMATION
Result 1.1 Responsive and comprehensive monitoring and research programs
Result 2.1 Improved reporting on environmental conditions, changes and progress
Result 2.2 Increased sharing of data and information among governments, organizations and Basin residents

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

2. Name of Lead Department: Environment Canada

3. Lead Department Program Activity: Biodiversity is conserved and protected

4. Start Date of the Horizontal Initiative: 2000

5. End Date of the Horizontal Initiative: Ongoing (Current approval of sunsetting resources portion ends in 2011-2012)

6. Total Federal Funding Allocation (start to end date): $713 million

7. Description of the Horizontal Initiative (including funding agreement): This horizontal initiative supports the development and implementation of the National Strategy for the Protection of Species at Risk and the Species at Risk Act (SARA) that came fully into force in June 2004. Environment Canada, Fisheries and Oceans Canada and Parks Canada are the departments and agency responsible for the protection of species at risk under federal jurisdiction. The three departments received funds from Treasury Board in 2000 for the "Implementation of the National Strategy for the Protection of Species at Risk and their Critical Habitat", in 2003 for the "Implementation of the Act respecting the protection of wildlife species at risk in Canada" and in 2007 for "Delivering results under the Species at Risk Act".

8. Shared Outcome(s):

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

9. Governance Structure(s):

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

($ millions)

10. Federal Partners	11. Federal Partner Program Activity	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)	14. Planned Spending for 2008-2009	15. Estimated Actual Spending for 2008-2009	16. Expected Results for 2008-2009	17. Results Achieved in 2008-2009
Environment Canada	Wildlife is conserved and protected	Environment Canada Species at Risk Program	$424,000,000	$50,970,500	$46,454,968	General administration of SARA Annual Report to Parliament Preparation for and participation in Parliamentary five-year review of SARA as required 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 Working 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 Implementation of recovery strategies	General administration of SARA Annual reports (2006 and 2007) to Parliament Preparation for, participation in and Government response to Parliamentary five-year review of SARA The 2008 Minister's Roundtable was held on December 16, 2008. Recommendations received are being considered. Policies under the National Framework for Species at Risk were developed and primary stakeholder groups were consulted. Management of listing process Progress Report was drafted to show work responding to SARA evaluation action plan Preparation of ministerial response statements Negotiations underway to finalize bilateral agreements with provinces and territories Consultations on listing and recovery strategies Working with COSEWIC to adopt an ecosystem approach to the assessment of species at risk Regulatory amendments to Schedule 1 of SARA published January 17, 2009 Environment Canada, Fisheries and Oceans Canada and Parks Canada prepared a total of 3 proposed recovery strategies (covering 3 species) and 9 final recovery strategies (covering 11 species), which were posted on the SARA Public Registry Development of risk management framework to provide guidance to priority recovery strategies Draft Risk and Priorities Framework developed. Revised SARA Fact sheets. Developed outreach and educational materials. Plans developed for compliance promotion of all changes to List of Wildlife Species at Risk Maintain Species at Risk Public Registry Implementation of activities identified in recovery strategies
Fisheries and Oceans Canada	Fisheries Management	Fisheries and Oceans Canada Species at Risk Program	$176,500,000	$24,806,000	$24,193,700
Parks Canada	Heritage Resources Conservation	Parks Canada Species at Risk Program	$102,500,000	$14,100,000	$9,287,000
Total			$713,000,000	$89,257,500	$79,935,668

18. Comments on Variances:

• Environment Canada: The lapsing amount is due to several factors notably staff vacancies and lag time in staffing new positions and shift of A-base SARA funds to support complementary activities in other wildlife programs (including protected areas, migratory bird program).
• Parks Canada: 2008-2009 was a year of transition for providing funding allocations to individual national parks and national historic sites with significant species at risk.  This led to significant underspending in 2008-2009.
• The mechanism for allocating funds has been developed and funds carried forward have been allocated to appropriate national parks and national historic sites in 2009-2010.

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

• Assessment and reassessment of species, subspecies and populations by the Committee on the Status of Endangered Wildlife in Canada (COSEWIC)
• Leveraged funding and various public- and private-sector stewardship activities for the protection of species at risk habitat through the Habitat Stewardship Program
• Development of recovery strategies by provinces and territories
• Research and education efforts to recover Canadian species at risk through the Endangered Species Recovery Fund
• Protection of important or critical habitat through the Aboriginal Critical Habitat Protection Fund

20. Contact information:
Mary Taylor
Director
Conservation Service Delivery and Permitting Division
Canadian Wildlife Service
Environment Canada
819-953-6283
Mary.Taylor@ec.gc.ca

1. Name of Horizontal Initiative: The Federal Contaminated Sites Accelerated Action Plan (FCSAAP, which was succeeded by the Federal Contaminated Sites Action Plan [FCSAP], approved March 2005)

2. Name of Lead Department(s): Environment Canada and Treasury Board of Canada Secretariat

3. Lead Department Program Activity: Risks to Canadians, their health and their environment posed by toxic and other harmful substances are reduced (Environment Canada); Management Policy Development and Oversight (Treasury Board of Canada Secretariat)

4. Start Date of the Horizontal Initiative: FCSAAP commenced on April 1, 2003; FCSAP has been in effect since April 2005

5. End Date of the Horizontal Initiative: FCSAAP funding to March 31, 2008. Replaced by FCSAP in April 2005, and this funding is expected to continue for 15 years. Currently, funding has been approved until March 31, 2011.

6. Total Federal Funding Allocation (start to end date): $1,709.6 million

7. Description of the Horizontal Initiative (including funding agreement): FCSAAP and its successor, FCSAP, are long-term mechanisms in place to address federal contaminated sites having the highest risks for human health and the environment. At the end of March 2004, federal contaminated sites represented a financial liability of approximately $3.5 billion. Although responsibility for the management and remediation of federal contaminated sites rests with the responsible custodial departments, the overall program is administered jointly by Environment Canada and the Treasury Board of Canada Secretariat.

8. Shared Outcome(s): Reduce federal financial liability and risks to human health and the environment, including fish habitat. Increase public confidence in the overall management of federal real property through the effective risk management or remediation of individual federal contaminated sites.

9. Governance Structure(s): Federal Contaminated Sites Assistant Deputy Ministers' Steering Committee is supported by the Director Generals' Committee, the Contaminated Sites Management Working Group and the FCSAP Secretariat at Environment Canada, which provides overall program coordination.

10. Federal Partners	11. Federal Partner Program Activity	12. Names of Programs for Federal Partners	13. Total Allocation (from Start to End Date)*	14. Planned Spending for 2008-2009	15. Estimated Actual Spending for 2008-2009**	16. Expected Results for 2008-2009***	17. Results Achieved in 2008-2009
Agriculture and Agri-Food Canada	Enterprise Activities	Asset Management	$5,465,649	$666,320	$621,866 Variance: - $44,434 (reallocated internally)	Remediation and risk management for three projects (three sites) Assessment of approximately 12 sites	On-going remediation of one site Assessment of eight sites
Canada Border Services Agency	Corporate Management and Direction	Infrastructure and Environment	$1,620,212	$211,785	$211,785	Remediation and risk management for one project (one site)	In-situ remediation continued at one site. Human health and environmental risks were actively managed and monitored.
Canadian Food Inspection Agency	N/A	N/A	$183,783	$0	$0	Not applicable	Not applicable
Correctional Service of Canada	Internal Services	Facilities and Asset Management Services	$10,368,094	$1,534,331	$1,605,755   Variance: +$71,424 (additional funds spent were carried forward from previous years)	Remediation and risk management for three projects (three sites)	Three remediations and seven assessments were completed in 2008-2009.
Environment Canada (includes Projects, Expert Support, and FCSAP Secretariat)	Risks to Canadians, their health and their environment posed by toxic and other harmful substances are reduced	Risks to Canadians, their health and their environment posed by toxic and other harmful substances are assessed	$ 93,775,119	12,689,636	$9,589,766 Variance: -$3,099,870 (-$1,937,495 lapsed; -$1,162,375 reallocated internally)	Projects Remediation and risk management for eight projects (89 sites) Assessment of approximately 26 projects (125 sites)	Projects Remediation projects: eight projects (for 47 sites) Assessment projects: 32 projects (for 172 sites).
		Risks to Canadians and impacts on the environment posed by toxic and other harmful substances are managed				Expert Support Provision of scientific and technical advice to custodial departments with respect to the ecological risk evaluation of federal contaminated sites Provision of ecological risk assessment training and guidance Participation in the project submission process including review of information provided by departments and provision of ecological risk evaluation score Secretariat Supports the Director General, Assistant Deputy Ministers Steering committees and the Contaminated Sites Management Working Group (CSMWG), administers most aspects of the program, including management of project selection process, program guidance, training, reporting and data management through the development and maintenance of secure website	Expert Support Provided guidance and expert advice to 16 custodial departments for the management of their sites so that risk to the environment is eliminated or minimized Developed and delivered national training to custodial and expert support departments on the application and use of the 2008 Canadian Council of Ministers of the Environment's Canada-wide Standards for Petroleum Hydrocarbons in soils Reviewed project eligibility requirement documents and provided ecological risk evaluation scores to ensure that remediation and risk management projects are eligible for funding   Secretariat 1.Prepared funding documents for ministerial approval; provided training, coordinated the fall 2008 project submission process and annual reporting 2. Completed and coordinated approval of the FCSAP Formative Evaluation, rolled out of the FCSAP Web portal, provided ongoing secretariat support to the working group and the Federal Contaminated Sites, Director General and Assistant Deputy Minister Steering Committee 3.Developed or updated numerous guidance documents 4.Coordinated the project and funding proposal for the Accelerated FCSAP program announced in Budget 2009 5. Developed a FCSAP Performance Measurement Strategy and Risk Profile
Fisheries and Oceans Canada (includes Projects and Expert Support)	Internal Services	Contaminated Sites: FCSAP projects	$100,102,485	$17,130,722	$16,430,322 Variance: -$700,000 (carried forward)	Projects Assessment of approximately 732 sites Remediation and risk management for 153 sites	Assessment activities were performed at 778 sites, of which 69 sites require no further action and have been closed. Remediation and/or risk management activities were performed at 164 sites, of which 32 sites require no further action and have been closed. Based on a review of historical information, the Department identified an additional 742 sites that require no further action. The Department closed a total of 843 sites in the 2008-2009 fiscal year (742+69+32).
		FCSAP: Expert Support				Expert Support Provision of scientific and technical advice to custodial departments with respect to the risk management of federal contaminated sites Participation in the project submission process, including review of information provided by departments and provision of fish habitat portion of ecological risk evaluation score	Expert Support Provided scientifically sound guidance and expert advice to custodial departments for the management of federally owned and/or managed contaminated sites so that impacts to fish and fish habitat are eliminated or minimized Reviewed project eligibility requirement documents and provided input into ecological risk evaluation scores to ensure that remediation and risk management projects are eligible for funding
Health Canada (includes Projects and Expert Support)	First Nations and Inuit Health	First Nations and Inuit Health Protection	$51,167,054	$7,355,638	$7,353,158 Variance: -$2,480 (custodian lapsed)	Projects Remediation and risk management for eight projects (eight sites)	Completed two of seven projects; remediation ongoing with five of seven remaining projects
	Contaminated Sites	Healthy Environments, Consumer Safety Branch				Expert Support Provision of scientific and technical advice to custodial departments with respect to the human health risk management of federal contaminated sites Provision of human health risk assessment training and guidance and the development of soil quality guidelines. Public Involvement and Public Outreach Planning support as well as training in risk communication and other public involvement training courses Participation in the project submission process, including review of human health related information provided by departments and provision of human health risk score	1. PQRAs were peer-reviewed and scored for 51 federal sites, in support of the FCSAP funding process. 2. RA training sessions were conducted in Toronto, Ottawa, Halifax and Montréal, on assessing risks of vapour intrusion. 3. Public Involvement (PI) training sessions were conducted in Vancouver, Calgary, Winnipeg, Toronto, Montréal and Halifax: Improving Stakeholder Relationships; Selecting and Implementing PI Techniques; Communicating Health Risk Information to Stakeholders. 4. Regional and NCR RA staff provided advice on the remedial plans and related issues on 40 contaminated sites, including Goose Bay, Labrador, Faro Mine, Yukon, Val Cartier Quebec, various sites located on First Nations lands in Ontario, Historic gold mine sites in Nova Scotia, etc. 5. Regional and NCR PI staff provided PI advice relating to 10 federal sites: three in Quebec, three in B.C./Yukon, one in each of Alberta, Manitoba, Ontario and Nova Scotia. Guidance Development: 1. Revisions to the following previously published (2004) RA guidance documents are now complete or nearly so: PQRA, part 1; PQRA part 2 (TRVs); PQRA part 3 (peer review). 2. RA guidance documents are complete or nearly so for the following: Detailed Quantitative Risk Assessment (DQRA) for chemicals; DQRA for radiologicals; Environmental Site Investigation; Writing a Statement of Work for RA contracts; Supplemental guidance on assessing risk of country food contamination; supplemental guidance on airborne contaminants at contaminated sites; Vapour Intrusion. 3. Soil quality guidelines are nearing completion for eight substances: cadmium, nickel, chromium, barium, zinc, beryllium, n-hexane and perchloroethylene. 4. A new PI guidance document, Involving Aboriginal Peoples in Contaminated Sites Management, has been completed. 5. A new 14-minute, bilingual multimedia tool on Human Health Risk Assessment (HHRA) has been completed that explains the basics of HHRA to stakeholders and emphasizes the role and value of stakeholder participation in the risk assessment process. 6. A new e-learning tool has been completed that teaches the basics of HHRA in a simple web-based module format.
Indian and Northern Affairs Canada	Responsible Federal Stewardship	Contaminated Sites Remediation	$833,790,704	$111,753,358	$ 90,830,503 Variances: -$20,922,855 (-$19,023,098; reprofiled; -$1,899,757 lapsed)	Indian and Inuit Affairs Remediation and risk management at 43 projects (81 sites) Assessment of approximately 2745 sites	Remediation and risk management at 43 projects (80 sites) Assessment of approximately 2794 sites
	Northern Land and Resources	Contaminated Sites				Northern Affairs Remediation and risk management for 26 projects (29 sites) Assessment of approximately 113 sites	Northern Affairs Remediation and risk management work carried out on 22 projects (25 sites) Assessment work undertaken at 152 sites, including 114 new sites assessed
Jacques Cartier and Champlain Bridges Incorporated	Management of federal bridge, highway and tunnel infrastructure, and properties in the Montréal area	N/A	$795,672	$109,734	$59,734 Variance: -$50,000 (carried forward)	Remediation and risk management for one project (one site)	Ongoing remediation and risk management for one project (one site)
Marine Atlantic Inc.	Corporate Management	FCSAP (projects)	$120,000	$0	$0	Not applicable; joined program in 2009	Not applicable; joined program in 2009
National Defence	Contribute to Canada and the international community	Contribute to the international community in accordance with Canadian interests and values	$380,070,345	$65,358,805	$64,720,715 Variance: -$638,090 (lapsed)	Remediation and risk management for 77 projects (144 sites) Assessment of approximately 219 sites	Remediation and risk management for 68 projects (125 sites). Work completed on 13 sites. Assessment for 50 projects (136 sites). Assessment completed on 53 sites.
National Capital Commission	Real Asset Management	Land and real asset management	$8,410,400	$1,619,433	$1,469,600 Variance: -$149,833  (carried forward)	Remediation and risk management for three projects (three sites) Assessment of approximately 54 sites	Remediation and risk management for three projects (three sites) Assessment of 69 sites
National Research Council	Internal Services	Environmental Operations	$4,835,000	$0	$0	Not applicable; joined program in 2009	Not applicable; joined program in 2009
Natural Resources Canada	Corporate Management	The provision of relevant and timely policy analysis and advice for decision-making on government priorities and departmental responsibilities	$27,915,806	$474,000	$466,806 Variance: -$7,194 (carried forward)	Remediation of one project (one site) Assessment of approximately 16 sites	Remediation for one project (one site) Assessment of 10 sites
Parks Canada	Conserve Heritage Resources	Active Management and Restoration	$38,814,369	$4,531,933	$2,885,904 Variance: -$1,646,029 (carried forward)	Remediation and risk management for 20 projects (26 sites) Assessment of approximately 38 sites	Remediation and/or risk management for 14 projects (11 sites) Assessment of approximately 19 sites
Public Works and Government Services Canada (includes Projects and Expert Support)	Federal Accommodation and Holdings	FCSAP (projects)	$31,810,173	$4,893,181	$4,822,181 Variance: -$71,000 (lapsed)	Projects Remediation and risk management at 13 projects (17 sites) Assessment of approximately 41 sites	Projects Remediation and risk management at 14 projects (18 sites) Assessment of approximately 41 sites
		FCSAP (expert services)				Expert Support Development of project management tools, dissemination of information on innovative technologies and technologies used at individual projects	Expert Support Developed project management tools, disseminated information on innovative technologies, and technologies used at individual projects
Royal Canadian Mounted Police	Corporate Infrastructure and Internal Services		$23,100,214	$6,453,020	$2,262,579 Variance: -$4,190,441 (-$2,158,900 carried forward; -$2,031,541 lapsed)	Remediation and risk management for 14 projects (15 sites) Assessment of approximately 647 sites	Remediation and risk management for 14 projects (15 sites) Assessment of approximately 661 sites
Transport Canada	Sustainable Transportation Development and the Environment	Environmental Programs	$150,768,926	$14,475,720	$12,736,200 Variance: -$1,739,520(reprofiled)	Remediation and risk management for 17 projects (17 sites) Assessment of eight sites	Remediation and risk management for 14 projects (14 sites) Assessment of five sites
Treasury Board of Canada Secretariat	Management Policy Development and Oversight	Assets and Acquired Services	$2,747,200	$480,804	$480,804	Ensures consistency with Treasury Board policies on management of federal contaminated sites, reviews financial aspects of proposals, administers fund and advises Environment Canada on monitoring of government-wide progress	Advice on the management of federal contaminated sites to custodian departments and to the Environment Canada Federal Contaminated Sites Action Plan Secretariat; maintenance of the Federal Contaminated Sites Inventory; chaired and coordinated planning for the 2008 Federal Contaminated Sites National Workshop, held in Vancouver, British Columbia, from April 28 to May 1, 2008
Unallocated program management resources			$0	$0	$0
Accommodation charges			$9,046,626	$1,430,446	$1,430,446
Total			$1,774,907,831	$251,168,866	$217,978,144 Variances: $33,190,722 ($4,712,356 carried forward; $20,762,618 reprofiled; $6,580,363 lapsed; $1,206,809 reallocated internally; -$71,424 funds brought forward from previous years)
Notes: *  Treasury Board approved as of June 11, 2009 ** Based on information provided by custodians in June 2009; does not include custodian cost share. Program reporting for 2008-2009 will not be finalized before the fall of 2009. ***  Note that custodians have flexibility with respect to activities undertaken and often the number of sites actually worked on will vary from what was planned due to unforeseen delays (weather, difficult access to remote locations, etc.) or changes in custodian priorities.

18. Comments on Variances: See comments in column 15.

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

20. Contact Information: FCSAP.PASCF@ec.gc.ca

For more information: www.federalcontaminatedsites.gc.ca/

Clean Air Agenda

Lead Department	Environment Canada
Lead Department Program Activity	3.3 - Clean Air Program
Federal Theme Partners	Natural Resources Canada, Transport Canada, Health Canada, Department of Foreign Affairs and International Trade, Indian and Northern Affairs Canada, Public Health Agency of Canada, National Research Council, Industry Canada
Start Date	April 1, 2007
End Date	March 31, 2011

Description

The Clean Air Agenda is a fundamental component of the Government of Canada's broader efforts to address the challenges of climate change and air pollution, with a view to building a clean and healthy environment for all Canadians. These challenges are being addressed through:

• Regulatory initiatives in the industrial, transportation, consumer and commercial sectors; and
• A range of program measures to complement the regulatory initiatives, for example, the "ecoACTION" programs, initiatives for adapting to climate change, approaches for improving indoor air quality and participating in international actions.

The 2008-2009 marked the second year of the Clean Air Agenda's four year mandate. This horizontal Agenda involves nine federal partners who deliver on 44 programs aimed at:

• Reducing greenhouse gas emissions and air pollutants;
• Reducing health risks to Canadians due to air pollutants;
• Maintaining Canadian competitiveness and providing economic benefits through innovations to reduce the impacts of climate change;
• Reducing risks of climate change to communities through adaptive actions; and
• Promoting Canada's international action on climate change.

Environment Canada provides federal leadership for the Clean Air Agenda through the coordination of the efforts made by its CAA federal partners, including the responsibility to collectively report to Canadians on the framework.

Clean Air Agenda 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.

Results achieved in 2008-2009

For consolidated Agenda-level results, please refer to Canada's Performance Report 2008-2009 on the TBS website: http://www.tbs-sct.gc.ca/reports-rapports/cp-rc/2008-2009/cp-rc03-eng.asp#clean

For more detailed information on Clean Air Agenda results achieved in 2008-2009, the following tables detail results achieved at the Theme and Program Level.

Total Approved Spending over the 2007-2011 period	Total 2008-2009 Planned Spending	Actual Spending for 2008-2009
$ 2.2 B	$ 549.7 M	$ 463.4 M

CAA Theme-Level Reporting
CARA Theme
Clean Energy Theme
Clean Transportation Theme
Indoor Air Quality Theme
Adaptation Theme
International Actions Theme
Partnerships Theme
Management and Accountability Theme

Theme: Clean Air Regulatory Agenda (CARA)

Lead Department	Environment Canada
Federal Theme Partners	Transport Canada, Natural Resources Canada, Health Canada

Description of Theme programming

CARA is an integrated, nationally consistent approach to reduce emissions of both air pollutants and greenhouse gases (GHGs), intended to protect the health and environment of Canadians, and to avoid falling further behind our trading partners. The regulations and targets to be pursued under CARA are designed to:

1. Substantially reduce air pollutant and GHG emissions (20% reduction from 2006 levels by 2020) and air pollutants from major source sectors;
2. Provide industry with the long-term certainty and level playing field needed to make significant, synergistic and cost-efficient investments to reduce emissions;
3. 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
4. Improve indoor air quality.

Expected achievements in 2008-2009 from Theme programming

No expected results for 2008-2009 were defined in the Horizontal Report on Plans and Priorities 2008-2009 at the Theme level; please refer to program expected results.

Expected results from Theme's programming over the 2007-2011 period

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 regulations to reduce fuel consumption and greenhouse gases beginning in 2011 and new emission control standards applied to regulated modes of transportation and engines used and sold in Canada.
• 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.

Intermediate Outcomes

• Canada's emissions have been reduced from 2006 levels while maintaining competitiveness of Canadian regulated sectors:
• • for targeted air pollutants: mainly PM, NO_x , SO_x , VOCs and some specific such as NH₃ , Hg, benzene, PAHs, fluorides, and
  • 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.

Results achieved in 2008-2009

In support of the reduction of air emissions:

Progress was made in developing and implementing the Regulatory Framework for Industrial Greenhouse Gas Emissions, including the complementary offset system, and the infrastructure to support the system. The plan to reduce emissions by 20% in 2020 from 2006 levels is on track, however, the economic downturn and the renewed engagement by the new US Administration has required that we fine-tune our approach.

Environment Canada worked intensively, with affected sectors, provinces and non-government organizations, on development of a comprehensive air management system, including an approach to national regulations of industrial emissions of air pollutants consistent with the Canadian Environmental Assessment Act (CEPA).

The support of science was very successful as illustrated by the timely delivery of science describing the air quality co-benefits on human and environmental health from proposed GHG emission regulations; assessing the impact of marine emissions in support of the North American application to the International Maritime Organization to establish an emissions control area, and; science to support the development of on- and off-road transportation regulations. Ongoing refinement and use of the Air Quality Benefit Assessment Tool continued in order to estimate health benefits of proposed air pollution reductions: such as the development of methodologies for the analysis of life expectancy and quality-of-life impacts of ozone and particulate matter.

In support of a more efficient and cleaner transportation sector:

The Government increased the efficiency and stringency of its regulations and regulatory approaches by:

• Developing a series of amendments to regulations for on-road, off-road and marine vehicles and engines to reduce emissions;
• Developing Canadian positions and proposals to reduce emissions from ships operating in Canada-U.S. and international waters;
• Initiating a biodiesel fuel assessment on human health, and
• Developing an approach to regulating emissions from light-duty motor vehicles pursuant to the Canadian Environmental Protection Act, 1999, resulting in a new approach to motor vehicles regulations
  

In support of safer and energy efficient consumer products:

The Government published three regulations for 1) architectural paints, 2) auto refinish products and 3) certain consumer products to reduce emissions of volatile organic compounds which contribute to the formation of smog.

The Government amended the Energy Efficiency Regulations to include new performance standards for 7 products previously unregulated and increased the stringency of 4 existing standards. Notable standards included those for general service light bulbs and gas furnaces. The amendment also prescribed labelling requirements for the three most commonly used light bulbs. In addition 3 new Energy Star specifications have been introduced in Canada and 14 existing specifications made more stringent to increase energy efficiency.

Numerous initiatives were also conducted to address the issue of residential wood combustion, especially in urban areas, to better scope and design regulatory and non-regulatory instruments such as a collaboration with the Municipality of Whitehorse, Yukon Environment and Yukon Health in the development and implementation of an ambient air quality monitoring study of wood smoke emissions within the city of Whitehorse.

In support of improving air quality in Canadian households and buildings:

The priority list of indoor air contaminants was finalized in consultation with federal, provincial, non-governmental and industry stakeholders, and work on assessments of the first priority substances was initiated. These assessments will form the basis of new Canadian Residential Indoor Air Quality guidelines, which will be used to reduce Canadians' exposure to these substances.

Residential Indoor Air Quality Guidelines for carbon monoxide and ozone were finalized for publication in Canada Gazette, Part I, for public consultation.

Draft indoor air assessments were completed for particulate matter and NO₂; guidelines will be developed and published in Canada Gazette, Part I, for public consultation, in 2009-2010. These guidelines will provide the scientific foundation for developing measures to reduce Canadians' exposure to these two substances.

More than 40 companies across Canada are now certified for radon testing service, providing a better service to the Canadian public; there were none in 2007-2008.

A pilot radon/thoron testing survey was conducted in Winnipeg to assess health risks from exposure to thoron.

In support of more accurate reporting, as well as easier compliance on air emissions:

Instruments were developed to secure effective management of air emissions, such as:

• The (draft) Guide for Protocol Developers for the Offset System;
• Canada's Credit for Early Action Program: Final Program Guide;
• Canada's Kyoto Protocol National Registry;
• The most comprehensive database ever collected by EC on industrial air emissions; and
• The (draft) requirements for regulatory reporting, quantification and verification.

Analysis of the energy, emissions and economic consequences of achieving the Government's proposed greenhouse gas emission reduction target were also conducted, supporting the development of effective regulatory measures.

Click here for CARA program-level details.

Total Approved Spending over the 2007-2011 period for Theme	Total 2008-2009 Planned Spending for Theme programming	Actual Spending for 2008-2009
$347,300,000	$76,006,683	$62,634,047

Theme: Clean Energy

Lead Department	Natural Resources Canada
Federal Theme Partners	Indian and Northern Affairs Canada

Description of Theme programming

Energy production and use is responsible for the majority of Canada's greenhouse gas (GHG) and air pollution emissions. The Government's Clean Air Agenda combines a regulatory agenda for major energy-related sources of emissions with complementary program measures, which encourage action in key areas that cannot be effectively addressed through regulation.

As part of the Clean Air Agenda, Natural Resources Canada (NRCan) and Indian and Northern Affairs Canada (INAC) are delivering the ecoENERGY Initiatives - a set of measures to promote smarter energy use, increase clean energy supply, and support the development and deployment of clean energy technologies.

The suite of Clean Energy initiatives has been designed to complement the regulatory aspects of the Clean Air Agenda by highlighting existing government work and introducing new measures that immediately address important sources of emissions and that will facilitate the transition to major emissions reductions that will be required by regulation over the longer term.

As the lead department for the Clean Energy theme, NRCan is responsible for collecting, collating and reporting information on the progress of Clean Energy programming.

Expected achievements in 2008-2009 from Theme programming

No expected results for 2008-2009 were defined in the Horizontal Report on Plans and Priorities 2008-2009 at the theme level; please refer to program expected results.

Expected results from Theme's programming over the 2007-2011 period

Immediate Outcomes

• Partnerships and collaborative agreements with stakeholders to promote clean energy activities that result in lower emissions of GHGs and criteria air contaminants (CACs).
• Involvement by industry in developing and using energy efficiency products, services, and processes that result in lower emissions of GHGs and CACs.
• Transfer and/or use of clean energy technologies and practices leading to lower emissions of GHGs and CACs.
• Awareness and understanding among stakeholders of the potential for, and methods of, reducing GHGs and CACs through energy production and use.
• Policy and monitoring that supports GHG and CAC reductions.

Intermediate Outcomes

• Adoption of energy 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 Outcome

• Reduced emissions of GHGs and CACs from clean energy activities.

Results achieved in 2008-2009

All reporting is for 2008-09 unless otherwise stated.

Immediate Outcomes

Partnerships and collaborative agreements with stakeholders to promote clean energy activities that result in lower emissions of GHGs and CACs.

• Since 2007, six provinces have announced changes to their housing codes to achieve the EnerGuide Rating System (ERS) 80 level (equivalent to R-2000) by 2012.
• Nearly all provinces and territories (except PEI and NFLD) participate in the Building Energy Code Collaborative (a provincial-territorial-federal committee seeking energy efficiencies in building codes), with 8 provinces having codes or code-related projects.
• Began negotiations for contribution agreements for eight CCS projects, to start in 2009-2010.

Involvement by industry in developing and using energy efficiency products, services, and processes that result in lower emissions of GHGs and CACs.

• 191 companies became Canadian Industry Program for Energy Conservation (CIPEC) leaders by committing to improve energy efficiency, and many other companies are involved in delivering energy efficiency projects through federal programming. CIPEC leaders report annually on energy-efficient measures implemented and results achieved at their company.

Transfer and/or use of clean energy technologies and practices leading to lower emissions of GHGs and CACs.

• Signed 11 contribution agreements for residential pilot projects under ecoENERGY for Renewable Heat, which are expected to result in the installation of 6100 solar domestic water heaters by 2010.
• Funded 25 projects in 24 Aboriginal and northern communities (18 renewable energy and 7 energy efficiency).
• Increased low-impact renewable energy to 3 Terawatt hours and by 849 MW.
• The Carbon Budget Model - CBM-CFS3, which is used to calculate forest carbon stocks and stock changes for the past (monitoring) or into the future (projection) - was downloaded more than 500 times by users in 42 countries since its release. A 2008 workshop on the model was attended by 31 trainees from 5 countries, including participants from 3 provinces.

Awareness and understanding among stakeholders of the potential for, and methods of, reducing GHGs and CACs through energy production and use.

• 760 Industrial Energy Managers attended Dollars to $ense workshops.
• Opportunities to reduce GHGs have been identified in 130 Aboriginal and Northern off-grid communities.
• Held 77 events and announcements - including the expansion of the ecoENERGY Retrofit-Home program and numerous ecoENERGY Renewable Initiative projects across the country - with Ministers and MPs in support of clean energy and ecoENERGY programs. Made Clean Tech Minutes videos available to satellite TV stations.

Policy and monitoring that supports GHG and CAC reductions.

• Conducted analysis to support climate change negotiations on rules for post-2012 international accounting of forests.
• Provided policy support to Environment Canada for the development of the Regulatory Framework for Industrial Greenhouse Gas Emissions.
• Undertook policy work - including research, analysis, capacity-building and briefing of senior management - on clean energy technologies such as carbon capture and storage (CCS).
• Updated NRCan's MAPLE-C forecasting model. Continued to extend the model's parameters to estimate emissions levels up to the year 2030.

Intermediate Outcomes

Adoption of energy efficiency products and services that result in reduced GHGs and CACs.

• To date, 94,000 homeowners have received grants in support of energy efficiency upgrades. Grants averaged $1,112 per household.
• In 2008-2009, signed 279 contribution agreements with Small and Medium Organizations for energy efficiency upgrades.
• In 2008-2009, trained more than 4,300 housing professionals, builders, and energy advisors.

Adoption of renewable energy products and services, and strengthened infrastructure, resulting in reduced GHGs and CACs.

• Installed 297 solar thermal systems in the Industrial/Commercial/Institutional sectors (202 solar air systems, 95 solar water systems).
• Signed 40 new contribution agreements with power production companies representing 1,790 MW of new renewable power capacity in Canada and 5,935 GWh/year of additional production.

Availability of innovative, market-ready energy processes, products and services that result in reduced GHGs and CACs.

• Made significant progress in a broad range of clean energy Research and Development projects to reduce technical (and other) risks. For example, began initial development in the Canadian Hydrogen Airports Project to demonstrate the potential of hydrogen fuelled vehicles and power generation technologies to significantly reduce the emission of greenhouse gases and urban air pollutants from ground support equipment at airports. Also, developed two new biomass technologies for harvesting propagation material and recovering juvenile woody biomass.

Final Outcomes

Reduced emissions of GHGs and CACs from clean energy activities.

• Since 2007, the ecoENERGY Efficiency Initiative under the Clean Energy theme has saved an estimated 2.1 Mt of GHGs.
• The ecoENERGY Renewable Initiative saved an estimated 2.14 Mt of GHGs in 2008-2009.

Click here for Clean Energy program-level details.

Total Approved Spending over the 2007-2011 period for Theme	Total 2008-2009 Planned Spending for Theme programming	Actual Spending for 2008-2009
$1,177,040,000	$206,877,000	$202,535,424

Theme: Clean Transportation

Lead Department	Transport Canada
Federal Theme Partners	Natural Resources Canada, Environment Canada

Description of Theme programming

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 achievements in 2008-2009 from Theme programming

No expected results for 2008-2009 were defined in the Horizontal Report on Plans and Priorities 2008-2009 at the theme level; please refer to program expected results.

Expected results from Theme's programming over the 2007-2011 period

Immediate Outcomes

• Informed positions on policies and programs influencing transportation technologies and practices;
• Increased uptake of technologies that reduce energy consumption, GHG or criteria air contaminants (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.

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.

Results achieved in 2008-2009

In 2008-2009, the twelve programs under the Clean Transportation Theme were in their second year of operation, building upon the organizational groundwork established during the first year. Performance under this theme should still be considered at this point in time in terms of outputs, rather than outcomes, however there are some promising outcomes being achieved in terms of the uptake of new technologies and best practices. Recent changes in general economic conditions may affect the reach of these programs: the moderation of fuel prices reduced consumers' incentives to purchase more fuel-efficient vehicles and to drive less; the decline in economic activity reduced investments in new equipment and technologies in the freight industries; and there was a sharp decline in purchases of new vehicles of all types.

Financial incentives and assistance was provided to members of the transport sector to increase uptake of emission-reducing technologies. In 2008-2009, over 117,000 ecoAuto Rebate applications were processed, and almost $120 million was distributed to eligible applicants. $6.9 million was spent during the year to retire 17,000 older vehicles under the National Vehicle Scrappage Program. Six projects, which will receive funding of about $2 million, continue to be implemented under the Freight Technology Demonstration Fund, and an additional nine projects for $3.5 million in funding were selected in January, 2009 and are underway. The two rounds of funding under the Freight Technology Demonstration Fund have allowed an uptake of 1254 pieces of emerging technology equipment across four modes of transportation. Similarly, fifteen projects with funding of $3.7 million are underway under the Freight Technology Incentives Program, and an additional 17 projects, with funding of $3.8 million, were selected in February, 2009. The two rounds of funding under the Freight Technology Incentives Program have allowed an uptake of 1654 pieces of proven technology equipment.

Under the ecoMobility Program, 14 projects worth $3 million were selected, of which three contribution agreements were signed in 2008-2009 and the remainder are under negotiation; proposals for a second round of funding were received on May 1, 2009. Following a competitive process, the Port Metro Vancouver was awarded $3 million in funding (including $2M under the Marine Shore Power Program and $1M under the Western Economic Diversification) to implement marine shore power at Canada Place - the first such initiative in Canada and the third in the world.

Ensuring that businesses and consumers have access to good information about fuel saving technologies and best practices is an important objective of the Clean Transportation theme, as this builds knowledge, awareness and capacity to adopt these strategies. In 2008-2009, a wide range of information services (including guidelines, toolkits, reports, workshops, conferences, awards, webinars, and website presentations) were made available by the transportation programs. There were over 461,000 visits to the ecoAuto Rebate Program website. The ecoTechnology for Vehicles Program provided information to over 50,000 people via its website and outreach activities.

Through training and education efforts, Clean Transportation Programs seek to change people's behaviour in favour of more sustainable transportation options. For example, under the ecoMobility Program, several transportation demand management (TDM) learning events took place over the year to foster implementation and measurement of TDM policies and programs at the municipal level. Almost 112,000 new drivers applied fuel efficient driving practices that they learned from the training materials provided under the ecoEnergy for Personal Vehicles Program. Under the ecoEnergy for Fleets program, the capacity of transportation professionals to reduce emissions was enhanced through training and through the provision of decision-support tools and information materials, including workshops. There were over 35,000 such knowledge transfer opportunities.

The completion and dissemination of research studies is essential to inform government, industry and consumers on matters ranging from program design to the availability and cost-effectiveness of emission-reducing technologies. In 2008-2009, the National Harmonization Initiative for the Trucking Industry completed a number of studies to examine the feasibility of mandating heavy truck speed limiters. These included traffic modeling to better understand the safety effects from differential car-truck speeds on highways, quantifying the environmental benefits from fuel savings and reduced greenhouse gas emissions (GHGs), and an assessment of the trade and competitiveness impacts of a speed limiter mandate. The ecoTechnology for Vehicles Program evaluated the fuel efficiency, emissions and safety performance of 14 advanced vehicle technologies (including full electric, plug hybrid, clean diesel, hydrogen fuel cell, hydrogen internal combustion engine and advanced gasoline vehicles), and initiated several studies of the market and regulatory barriers to the introduction of these new technologies. Four research studies and technical reviews (idling, eco-driving, driver training retention, and consumer buying habits) were completed under the ecoEnergy for Personal Vehicles Program and were used to update driver behaviour programs. The National Vehicle Scrappage Program conducted a baseline survey of owners of older vehicles to measure awareness of vehicle scrappage programs and impacts of older vehicles on the environment.

Continuing improvements are being made to the measurement of program outputs and outcomes, so as to ensure that tangible outcomes will be measured as the programs complete their mandates.

Click here for Clean Transportation program-level details.

Total Approved Spending over the 2007-2011 period for Theme	Total 2008-2009 Planned Spending for Theme programming	Actual Spending for 2008-2009
$461,716,953	$219,357,630	$160,359,768

Theme: Indoor Air Quality

Lead Department	Health Canada
Federal Theme Partners	National Research Council of Canada

Description of Theme programming

Health Canada and National Research Council of Canada are responsible for implementation of the Indoor Air Quality Theme as an integral element of the government's broader Clean Air Agenda (CAA). This CAA Theme consists of two elements; the Indoor Air Research and Development initiative (National Research Council Canada) and the Radon Program (Health Canada). Together these initiatives will contribute to Theme results by supporting the research, development and dissemination of knowledge of indoor air quality risks and ways by which these risks can be managed. By generating and sharing knowledge about indoor air pollutants and how they can be managed, the Indoor Air Quality Theme elements will support informed decision-making by governments, industry and consumers on cost-effective means to reduce harmful exposures and, in so doing, reduce health risks. While the findings from these two research-based initiatives can provide useful input to potential regulatory initiatives under the Clean Air Agenda, their utility extends well beyond that, most notably by helping to identify and target non-regulatory measures that address indoor air concerns.

Expected achievements in 2008-2009 from Theme programming

No expected results for 2008-2009 were defined in the Horizontal Report on Plans and Priorities 2008-2009 at the Theme level; please refer to program expected results.

Expected results from Theme's programming over the 2007-2011 period

Radon Strategy

Immediate Outcomes

Improved awareness by public, property managers, and governments of health risks and causes of reduced indoor air quality and strategies to improve it:

• 20 % of Canadians are aware of specific technical solutions to improve air quality (2010-2011).

Development and support of technological solutions for improved indoor air quality:

• Technically sound infrastructure and knowledge in place to support and assess indoor air quality improvement technologies (2010-2011).

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).

Indoor Air Research and Development Initiative

Immediate Outcomes

Increased knowledge of health impacts and mitigation strategies related to indoor air pollutants

• One research intervention field study on ventilation, indoor air quality and health conducted (2010-2011).

Increased knowledge and support for the development of technological solutions for improved indoor air quality

• One common publicly available data set (2010-2011).
• Four papers, published in peer-reviewed journals (two in 2009-2010, and two in 2010-2011).

Results achieved in 2008-2009

Radon Strategy

• In 2008-2009 radon testing was performed in about 600 federal buildings located in the National Capital Region, Quebec, Manitoba and British Columbia.  The results demonstrated by this activity move towards improved awareness by the public, property managers and governments of health risks and causes of reduced indoor air quality and strategies to improve it.

• During 2008-2009 Health Canada participated in more than 20 stakeholder engagements (for a total of 34+ since the Radon Strategy commenced in 2007-2008) across Canada. The stakeholders have used this information to communicate to Canadians via the inclusion of radon information on their websites and to create communications materials for the public and clients and customers.
  

• Health Canada through a third party contractor completed an engagement campaign to encourage retailers and manufacturers of radon testing devices to increase availability and access to radon test kits for the Canadian public. To date three of the five retailers carry test kits and a fourth retailer has indicated an intention to carry them in 2009-2010.
  

• In 2008-2009 two new radon brochures were created, one for consumers and one for health professionals. In addition a co-branded factsheet was developed with the Canadian Lung Association and distributed to the public.
  

• In 2008-2009 Health Canada proposed amendments to the Canada Labour Code and Canada Occupational Health and Safety Regulations (COHSR) to harmonize the radon action level for federal employees referenced in those documents with the Canadian Radon Guideline and provided this information to Human Resources and Skills Development Canada. The purpose of the proposed changes to the COHSR is to amend the wording to reflect the same radon action level as the Canadian Radon Guideline at 200 Bq/m³.
  

• Health Canada in collaboration with the National Research Council and provincial and industry partners made recommendations for radon resistant technologies to be required in all new home constructions. These recommendations have been accepted by the Canadian Commission on Building and Fire Codes for inclusion in the 2010 version of the National Building Code. If all provinces and municipalities include and enforce this requirement, all new homes constructed in Canada would have the capability to allow homeowners to reduce radon levels below the current Canadian Radon Guideline of 200 Bq/m³.
  

• Health Canada in collaboration with Natural Resources Canada, performed aerial surveys of southwestern Ontario and central New Brunswick to assess the levels of uranium and other radioactive precursors of radon gas. The purpose of the map is for use by all levels of government (federal, provincial and municipal) to assist them in prioritizing efforts for educating Canadians to the risks associated with radon exposure and encouraging homeowners to test and remediate their homes.
  

Indoor Air Research and Development Initiative

• Field Study on Indoor Air Quality (IAQ) and Ventilation (Activity 1):
  
• • 77 home visits completed (out of the proposed 80-120; with the remaining visits to occur in 2009-2010 and 2010-2011), including collection of 5 questionnaires per home, and parameters analysed. The main results were, that more than 50% of the homes had a moderate to poor air exchange rate, at least in the asthmatic child's bedroom, which will qualify them for interventions (= improvement of ventilation rate or air movement). Also a variety of different heating and ventilation systems were found: information thereof is the key input for modelling and measurements in the Indoor Air Research Laboratory.
  • Indoor Air Research Laboratory (formerly 'Facility'), which will support the field study will be ready to model the interventions by August 2009. the IARL was built in four phases: phase A (called 'site services and building', i.e. mainly the building structure) was completed in FY 2007-2008; phase B (called 'flexible mechanical, electrical and control systems installation', among this different HVAC systems, ductwork etc.) was started in FY 2007-2008 and completed in 2008-2009; phase C ('interior finish, including electrical, painting, communication), was completed in FY 2008-2009; phase D ('finishing works') was started in FY 2008-2009; phase D will be completed in FY 2009-2010 (safety equipment, building sign, etc.).
  • Memorandum of Understanding between Institut national de santé publique du Québec (INSPQ) (medical partner of field study) finalized, except for the clause concerning the intellectual property. We expect that the MOU will be signed in July 2009.
  • Laboratory capacities and methods upgraded and enhanced to analyse fourteen indoor air quality and four ventilation parameters. Context: because many parameters affect indoor air quality and potentially adversely impact the respiratory health of asthmatic children, a very broad set of indoor air quality parameters was described in the field study protocol. With respect to the Theme's objectives, the more exact and comprehensive we are able to determine the ventilation rates or air flows (as dependent variable of the indoor air quality field study) and the indoor air quality parameters (as independent variables), the better we can associate these parameters with the medical endpoint, in this case the health of asthmatic children, more specifically the number of reported asthma days, and the better we can answer questions related to the health and well-being of Canadians.

• Evaluation of Indoor Air Quality Technologies and Solutions (Activity 2):
  
• • Canadian IAQ Solutions Technical Advisory Committee (TAC) formed and fully functional (inaugural meeting January 2009). The purpose/mandate/goal of TAC is to provide advice, guidance and recommendations for the selection of three "IAQ Solution Technologies" (IAQ-ST), their assessment technology protocols and subsequent reports and support transfer of findings/protocols to public and industry. Results of technology transfer include: publicly available data sets relating to Indoor Air Quality solutions/technologies; publications in peer-reviewed journals; and possible protocols adoption by a standards organization. This activity is important because advice, guidance and recommendations and technology transfer support by TAC will ensure we achieve the desired results.
  • Status of first IAQ solution technology (which will be portable air cleaners): literature and web scan completed; development of criteria and evaluation/ranking systems for prioritizing these technologies completed; first of three protocols developed on the first IAQ-ST assessing the performance of portable air cleaners; adaptation of NRC's Full Scale Chamber as test facility to simulate residential ventilation systems; and adaptation and upgrade of analytical capabilities, specifically regarding the generation of fine and ultra-fine particulates, and the generation of volatile organic compounds (VOC).

• Canadian (formerly 'National') Committee on Indoor Air Quality and Building (CCIAQB; Activity 3):
  
• • Full Committee (FC) formed. The working group became a full committee in November 2008, after sufficient members had been recruited. The CCIAQB's first steps were to develop a business plan, to examine strategies, and to identify areas where further studies are needed. The goal of the Canadian Committee on Indoor Air Quality and Buildings is to improve indoor air quality in buildings, and ultimately, the health of occupants, by providing a national forum and clearinghouse for 'best-of-knowledge' information on the design and operations of buildings as they affect indoor air quality.
  • Executive Committee with 6 members formed, for guidance, facilitation of processes, tabling drafts to FC. The Executive Committee's role is to sharpen the focus of the Committee and to ensure a cost-effective management of the committee's business in-between meetings of the Full Committee.
  • Formulation and recommendation of 3 Requests for Proposals to narrow indoor air quality research gaps to FC. It is very important to fill research gaps, as inadequate indoor air quality might adversely affect the health and well-being of Canadians.

Click here for Indoor Air Quality program-level details.

Total Approved Spending over the 2007-2011 period for Theme	Total 2008-2009 Planned Spending for Theme programming	Actual Spending for 2008-2009
$23,000,000	$6,417,000	$6,417,000

Theme: Adaptation

Lead Department	Environment Canada
Federal Theme Partners	Health Canada, Natural Resources Canada, Indian and Northern Affairs Canada, Public Health Agency of Canada

Description of Theme programming

The six Adaptation programs will begin to help Canadians build their capacity to adapt, by developing knowledge, information, tools and/or collaborative arrangements that they need to take action to successfully reduce their risks. These initiatives differ from many of the programs within the Clean Air Agenda as they do not contribute to reductions of greenhouse gases, but rather support the critical complementary activity of adaptation to climate change impacts.

About half of the total funding will build capacity to respond to diverse risks across the country and remain relevant to many economic sectors and regions. The other half will be targeted to address three urgent risks: (i) the North , where impacts of a changing climate are already very visible, vulnerability of communities and infrastructure is high, and the federal government has unique constitutional and land claims obligations toward Aboriginal people and northerners; (ii) human health , which faces particular risks through changing climate conditions and extremes, and the spread of infectious diseases; and (iii) infrastructure , in which governments and firms will invest hundreds of billions of dollars over the next decade, which must be designed to endure climate conditions that will differ from those of the past.

Expected achievements in 2008-2009 from Theme programming

No expected results for 2008-2009 were defined in the Horizontal Report on Plans and Priorities 2008-2009 at the Theme level; please refer to program expected results.

Expected results from Theme's programming over the 2007-2011 period

Immediate Outcomes

• Increased availability of adaptation and air quality information and products;
• Greater collaboration in place to address adaptation planning and air quality health impacts; and
• Increased capacity to conduct and apply adaptation and air quality science.
  

Intermediate Outcomes

• Increased use of adaptation and air quality information and products;
• Increased capacity of Canadians to adapt to climate change and to reduce air quality related health impacts;
• Increased awareness and understanding of the risks of climate change and of the impacts of air quality on health and of response strategies; and
• Additional approaches to adapt to climate change are developed in targeted areas.

Final Outcome

• Reduced vulnerabilities and risks to communities, infrastructure and health and safety of Canadians resulting from climate change; and
• Reduced exposure to health risks due air quality related health risks.

Results achieved in 2008-2009

While it is early days for the adaptation theme programs, progress is evident, especially with respect to increasing the availability of adaptation and air quality information and products. For example, the Improved Climate Change Scenarios Program completed development of the new Canadian global climate model and began testing the new regional climate model. Model output was disseminated via the Canadian Centre for Modeling and Analysis website and climate scenarios delivery was expanded with the addition of a server at name Yukon type College. The atmospheric hazards network also expanded to include all five regions of Canada.

The Climate Change and Health Adaptation in Northern/Inuit Communities Program developed a climate change application guide that resulted in 14 of 15 project applications for FY 2009-2010 meeting the application criteria. Also in the north, ten aboriginal and northern communities identified key risks and vulnerabilities to climate change impacts through the Program Assist Northerners in Assessing Key Vulnerabilities and Opportunities. In addition, 12 adaptation action plans identifying concrete community priorities and the action to manage risks were developed and 9 adaptation tools produced. Finally, eight communities completed climate change risk management strategies.

The Regional Adaptation Collaboratives Program solicited letters of interest from across the country and selected five to develop full proposals. The Innovative Risk Management Tools Program initiated development of adaptation tools in the areas of infrastructure, planning, energy, and risk management.

The national Air Quality Health Index (AQHI) and Forecast Program delivered AQHI forecasts on the Weather Office website for 26 locations across Canada. Memoranda of Agreement with provincial and municipal partners were developed to support outreach to Canadians. Enhancements, including improved accessibility, were made to the national AQHI portal web site. Development of an e-learning course for health professionals on the AQHI was begun. As the Index becomes more available across the country and is reported regularly by the media, the final outcomes indicating behaviour change and reduced incidence of air quality related mortality and morbidity will be measurable.

As part of the Climate and Infectious Disease Alert and Response System Program, the Public Health Agency of Canada (PHAC) produced tick distribution risk maps. Five proposals for contribution funding from academic institutions were approved. Under the Heat Alert and Response System project, Health Canada developed heat health information products and a heat monitoring system framework. An assessment of the scientific information and methodologies available on heat and human health was conducted. Memoranda of Agreement were signed with three communities to pilot a heat alert and response system and discussions were initiated with a fourth pilot community.

To effectively develop and implement adaptation measures to cope with a changing climate, the adaptation theme programs enhanced collaboration with a variety of partners. The Assist Northerners in Assessing Key Vulnerabilities and Opportunities program strengthened existing partnerships that were based on years of collaboration with aboriginal organizations, territorial governments, and federal government departments. New partnerships were established with engineers, planners, and the financial sector, as well as with national and international climate change experts in developing adaptation tools.

Progress was also made in the area of increasing capacity to conduct and apply adaptation and air quality science. For example, the program, Assist Northerners in Assessing Key Vulnerabilities and Opportunities, funded 21 projects that supported aboriginal and northern capacity building and training initiatives. The Improved Climate Change Scenarios Program regional training sessions on the use of scenarios were well-attended all across Canada. Several adaptation theme programs hosted workshops with their targeted stakeholders.

For more details on the theme results, please refer to the individual program results.

Click here for Adaptation program-level details.

Total Approved Spending over the 2007-2011 period for Theme	Total 2008-2009 Planned Spending for Theme programming	Actual Spending for 2008-2009
$115,900,000	$26,045,025	$20,348,100

Theme: International Actions

Lead Department	Environment Canada
Federal Theme Partners	Natural Resources Canada, Department of Foreign Affairs and International Trade, Industry Canada

Description of Theme programming

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:

1. 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.
2. Continue to engage across a number of multilateral fora, on behalf of the Canadian Government, in strategic international climate change discussions and negotiations.
3. 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.
4. Seek membership in the Asia-Pacific Partnership on Clean Development and Climate.

Expected achievements in 2008-2009 from Theme programming

No expected results for 2008-2009 were defined in the Horizontal Report on Plans and Priorities 2008-2009 at the Theme level; please refer to program expected results.

Expected results from Theme's programming over the 2007-2011 period

Immediate Outcomes

• 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 and negotiating positions are aligned and reflective of national circumstances.
• Canada's profile as a provider of climate-friendly technologies is enhanced.

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 research and development 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.

Results achieved in 2008-2009

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.

• Prepared Canadian Chief Negotiator as well as Ministers, Deputy Ministers and other senior officials for several departments (NRCan, DFAIT, EC) representing Canada in a range of interdepartmental, bilateral and multilateral meetings related to clean energy and climate change.
• Work towards securing agreement on a post 2012 Framework.
• Represent Canada's interest in on-going and long-term climate change negotiations under the UN.
• Participation in other key multilateral discussions on climate change including OECD, G8, MEP UN.
• To facilitate bilateral engagement process, several training workshops were organised: Net Zero Energy workshop in Australia as well as the workshops for foreign missions in Latin America and in the Caribbean.

Canada's domestic and international climate change and air pollution policies & negotiating positions are aligned and reflective of national circumstances.

• Canada and the United States continued discussions in 2008 towards the development of a PM Annex under the Canada-U.S. Air Quality Agreement. Significant analytical work was undertaken to develop and advance Canada's positions on the development of a pollutant emission management area, on pollutants of concern, and on potential emission reductions commitments for mobile sources.

Canada's profile as a provider of climate-friendly technologies is enhanced.

• Continued to contribute expertise to the Expert Group on Technology Transfer, established under the UNFCCC, with the purpose of analyzing and identifying ways to facilitate and advance technology development, transfer, negotiating and implementation activities.
• Provided leadership on recommendations that advanced the launch of 20 large-scale CCS demonstration projects through the International Energy Agency (IEA) and the Carbon Sequestration Leadership Forum (CSLF).
• Established APP operations including the creation of an APP Secretariat (to coordinate Canada's APP activities at both the national and international levels) and a DG-Interdepartmental Steering Committee (EC, NRCan, Industry Canada and DFAIT to oversee Canada's involvement in APP.
• The APP Secretariat started a consultation process with stakeholders which led to the establishment of public-private domestic working groups for all eight APP Task Forces.

Click here for International Actions program-level details.

Total Approved Spending over the 2007-2011 period for Theme	Total 2008-2009 Planned Spending for Theme programming	Actual Spending for 2008-2009
$50,000,000	$10,700,838	$9,741,268

Theme: Partnerships

Lead Department	Environment Canada
Federal Theme Partners	--

Description of Theme programming

This program was proposed by the federal government in support of Turning the Corner: A Plan to Reduce Greenhouse Gases and Air Pollution but has not been launched. The main objective is to improve capacity of communities and individuals to take action on clear air and climate change by stimulating the trial of new actions and purchases, which may have lasting benefits and result in significant reductions over the longer-term, which will lead Canadians to take positive environmental actions at home, school and workplace.

The goal would be to ensure that funded projects have measurable results and can be replicated by other groups or organizations. CACP would fund programs in the following areas: Home and outdoor energy efficiency - Encourage energy and water efficiency, waste reduction and the replacement or purchase of more energy-efficient products or technologies, including energy-efficient home appliances, lighting, lawn mowers and the purchase of energy from renewable sources; School-based sustainability - Improve the energy efficiency of school operations and facility management by engaging custodians, principals, teachers, students and parents. The program includes an educational component to engage teachers and students in learning about energy efficiency, water efficiency and waste reduction; and Greening the workplace - Inspire employees to adopt environmentally friendly behaviours at work and to encourage business owners and managers to implement measures to reduce energy consumption and associated emissions in their daily operations.

Expected achievements in 2008-2009 from Theme programming

No expected results for 2008-2009 were defined in the Horizontal Report on Plans and Priorities 2008-2009 at the Theme level; please refer to program expected results.

Expected results from Theme's programming over the 2007-2011 period

Immediate Outcomes

• A decision on whether to launch the Clean Air Community Partnerships (CACP) Program is pending.
• If the program is launched:
• • Program materials and tools, including application forms, proposal evaluation tools, project tracking database, and GHG/CAC valuation tools would be developed.
  • An RMAF would be developed for the CACP program, including the development of an evaluation plan, indicators, and performance measures.
  • Promotional materials for the CACP program (including web site) would be developed and distributed to appropriate stakeholders.
  • Proposals for Strategic Investment projects would be approved and contribution agreements would be developed and implemented.
  • An Inter-departmental Advisory Committee would be established for the CACP program.
  • A Proposal Review Committee would be established.
    

Intermediate Outcomes (If launched)

• 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 (If launched)

• 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.

Results achieved in 2008-2009

In preparation for possible launch, program materials and tools, including application forms, proposal evaluation tools, and greenhouse gas / criteria air contaminants valuation tools were developed.

Click here for Partnerships program-level details.

Total Approved Spending over the 2007-2011 period for Theme	Total 2008-2009 Planned Spending for Theme programming	Actual Spending for 2008-2009
$12,000,000	$3,000,000	$345,217

Theme: Management and Accountability

Lead Department	Environment Canada
Federal Theme Partners	Natural Resources Canada, Transport Canada, Health Canada, Department of Foreign Affairs and International Trade, Indian and Northern Affairs Canada, Public Health Agency of Canada, National Research Council, Industry Canada

Description of Theme programming

The Management and Accountability Theme sets the path for the Clean Air Agenda, Horizontal Management, Accountability and Reporting Framework (CAA-HMARF) which facilitates management and reporting of financial and non-financial performance information at the program level within 8 themes on a consolidated basis (at the theme and agenda levels) across participating departments and agencies. This then ensures that ongoing monitoring and assessment of progress in achieving objectives and expected outcomes against financial investments is made; and facilitates the setting of priorities and reallocating of resources, as appropriate ensuring engagement of the governance structure within the CAA-HMARF.

Expected achievements in 2008-2009 from Theme programming

No expected results for 2008-2009 were defined in the Horizontal Report on Plans and Priorities 2008-2009 at the Theme level; please refer to program expected results.

Expected results from Theme's programming over the 2007-2011 period

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

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

Results achieved in 2008-2009

The Management and Accountability Theme continued to implement the horizontal management, accountability and reporting framework for the 44 programs and 8 Themes of the Clean Air Agenda (CAA), with focus on meeting targeted short term results and ensuring accountability for progress toward longer term CAA outcomes. While the first year of implementation (2007-2008) involved building the institutional context in which federal partners could work collectively, this second year of the four year mandate (2007-2011) saw progress towards more engagement on horizontal issues.

Over 2008-2009, foundational management components were implemented (e.g., CAA Program Activity Architecture, a performance logic model). These provided the basis for an organized, cohesive and methodical approach for the ongoing collection and analysis of performance information and reporting of results. This also supported the development of a database of comprehensive and consistent performance information for use in developing future programming while ensuring continued transparent approaches to horizontal management and accountability were supported and detailed integrated information was made available to Parliament on investments made within the context of the Clean Air Agenda. With respect to the CAA program architecture, there was ongoing support for the overall logic model for the CAA. This was reinforced by additional investments made to the CAA as part of the 2009 Budget Economic Action Plan.

Click here for Management and Accountability program-level details.

Total Approved Spending over the 2007-2011 period for Theme	Total 2008-2009 Planned Spending for Theme programming (as adjusted mid-year)	Actual Spending for 2008-2009
$5,000,000	$1,250,000	$1,029,395

Program: Industrial sector regulatory actions

Department	Environment Canada
Departmental Program Activity	3.3 Clean Air Program

Program's expected achievements in 2008-2009

• GHG elements of the regulations drafted, including common elements, the sector-specific schedules, and quantification and reporting provisions.
• Draft GHG regulations published in the Canada Gazette, Part I with a public comment period.
• Affected sectors and stakeholders consulted.
• Comments from the public, industry and non-governmental organizations responded to following publication of draft regulations.
• Air pollutant elements of the regulatory framework finalized.

Program's expected results over the 2007-2011 period

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 regulations to reduce fuel consumption and greenhouse gases beginning in 2011 and new emission control standards applied to regulated modes of transportation and engines used and sold in Canada.
• 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.

Intermediate Outcomes

• Canada's emissions have been reduced from 2006 levels while maintaining competitiveness of Canadian regulated sectors:
• • for targeted air pollutants: mainly PM, NO_x , SO_x , VOCs and some specific such as NH₃ , Hg, benzene, PAHs, fluorides; and
  • 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.

Program's achieved results in 2008-2009

Since May 2008, the government worked intensively with affected sectors, provinces and non-government organizations on development of a comprehensive air management system, including an approach to national regulations of industrial emissions of air pollutants consistent with the Canadian Environmental Protection Act (CEPA).

Although substantial elements of the GHG regulations were drafted, the economic downturn and the renewed engagement by the new US Administration has required that we fine-tune our approach.

• Drafting instructions for GHG regulations developed.
• Draft quantification protocols for GHG process emissions developed.
• Analysis of data submitted by industry in response to Dec 2007 CEPA s.71 notice for greenhouse gasses and air pollutants.
• Analysis of air pollutant emissions and sources undertaken.

Consultations with stakeholders were continued through 2008-2009, initially to get feedback on the proposed framework.

Program's approved spending over the 2007-2011 period	Program's planned spending in 2008-2009	Program's actual spending in 2008-2009
$60,500,000	$10,272,000	$10,153,620

Program: Transport sector regulatory actions

Department	Environment Canada
Departmental Program Activity	3.3 Clean Air Program

Program's expected achievements in 2008-2009

• Final regulations under the Canadian Environmental Protection Act, 1999 (CEPA 1999) for marine spark-ignition engines and off-road recreational vehicles published.
• Proposed regulations under CEPA 1999 for heavy-duty on-road and off-road diesel engines and for off-road large spark-ignition engines published.
• Compliance promotion, regulatory administration, and compliance monitoring and verification activities undertaken for the vehicle and engine emission regulations.
• National marine emissions inventory and forecast, air quality modelling and ecosystems effects analyses completed to support a decision to proceed with a North American SO_x Emission Control Area designation. Evaluation conducted of the benefits and costs of such a designation.

Program's expected results over the 2007-2011 period

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 regulations to reduce fuel consumption and greenhouse gases beginning in 2011 and new emission control standards applied to regulated modes of transportation and engines used and sold in Canada.
• 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.

Intermediate Outcomes

• Canada's emissions have been reduced from 2006 levels while maintaining competitiveness of Canadian regulated sectors:
• • for targeted air pollutants: mainly PM, NO_x , SO_x , VOCs and some specific such as NH₃ , Hg, benzene, PAHs, fluorides; and
  • 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.

Program's achieved results in 2008-2009

Marine Spark-Ignition Engine and Off-road Recreational Vehicle Emission Regulations: Progress has been made on the development of the final regulations. Publication of final regulations in Canada Gazette Part II is anticipated in 2009-2010

Amendments to the Off-Road Compression-Ignition Engine Emission Regulations: Development of the proposed amendments to incorporate more stringent U.S. Tier 4 standards is on-going with an anticipated publication in the Canada Gazette, Part I, in 2009-2010.

Amendments to the On-Road Vehicle and Engine Emission Regulations: Development of the proposed amendments to incorporate On-Board Diagnostic System requirements for heavy-duty vehicles is on-going with an anticipated publication in the Canada Gazette, Part I, in 2009-2010.

On-going administration of vehicle and engine emission regulations including registering and tracking Notices of Defect; registering and tracking temporary import declarations; and responding to technical inquiries from regulatees seeking clarification regarding elements of the regulations.

National marine emissions inventory and forecast, air quality modelling and ecosystems effects analyses were completed. These analyses supported the decision to proceed jointly with the U.S. to apply for an Emission Control Area designation on March 27, 2009. Additional analyses such as cost effects, traffic assessments were also conducted.

Program's approved spending over the 2007-2011 period	Program's planned spending in 2008-2009	Program's actual spending in 2008-2009
$24,200,000	$4,380,000	$3,088,395

Program: Transportation sector regulatory actions

Department	Transport Canada
Departmental Program Activity	C00 - Sustainable Transportation Development and the Environment

Program's expected achievements in 2008-2009

• Motor Fuel Consumption Regulations published by the end of 2008.
• Regulatory development including drafting of regulations, a completed regulatory impact assessment, performance measurement, consultations with stakeholders and cost-benefit analysis.

Program's expected results over the 2007-2011 period

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 regulations to reduce fuel consumption and greenhouse gases beginning in 2011 and new emission control standards applied to regulated modes of transportation and engines used and sold in Canada.
• 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.

Intermediate Outcomes

• Canada's emissions have been reduced from 2006 levels while maintaining competitiveness of Canadian regulated sectors:
• • for targeted air pollutants: mainly PM, NO_x , SO_x , VOCs and some specific such as NH₃ , Hg, benzene, PAHs, fluorides; and
  • 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.

Program's achieved results in 2008-2009

Note that regulations in the following three areas have not yet been developed. Therefore it is not yet possible to measure impacts even at the immediate outcomes stage. The following are immediate outputs.

Motor Vehicle Fuel Consumption Regulations

• Undertook a comprehensive analysis of proposed April 2008 United States fuel economy rulemaking and California emissions regulations in a Canadian context,
• Sustained collaboration with Natural Resources Canada, Environment Canada, Industry Canada and Finance Canada through regular working group meetings; and
  
• Collaborated with Environment Canada on the development of an alternate approach to regulating emissions from motor vehicles pursuant to the Canadian Environmental Protection Act, 1999, resulting in a new approach to motor vehicle regulations.

Emission Reductions from Rail

• Continued to support the Memorandum of Understanding (MOU) with the Railway Association of Canada on emission reductions in the rail sector;
• Commenced preliminary work on the development of rail emission regulations for 2011, including informal consultations with key railway stakeholders (met with the Railway Association of Canada on two occasions and briefed the MOU steering committee);
• Supported publication of the annual Locomotive Emissions Monitoring report for 2007, in accordance with the terms of the Memorandum of Understanding; and,
• Met with the United States Environmental Protection Agency to discuss potential collaboration on criteria air contaminant and GHG regulations. The Environmental Protection Agency agreed to provide information on the development and implementation of U.S. Rail criteria air contaminates regulations. There was informal agreement to collaborate on GHG regulations.

Emission Reductions from Ships

• Emissions control area (ECA) proposal was developed for marine ships operating in Canadian and United States coastal waters to control air pollution from ships. This proposal is now before the International Maritime Organization for consideration.
• Supported the International Maritime Organization in developing a draft framework to guide the reduction of greenhouse gas emissions from ships - targeted for presentation at the United Nations climate change negotiations at Copenhagen in December 2009.
  
• Continued support, in the context of the International Maritime Organization of Maritime Conventions including one focused on ship air pollution.

Program's approved spending over the 2007-2011 period	Program's planned spending in 2008-2009	Program's actual spending in 2008-2009
$22,500,000	$4,684,500	$2,152,280

Program: Transportation sector regulatory actions

Department	Natural Resources Canada
Departmental Program Activity	2.1 - Clean Energy

Program's expected achievements in 2008-2009

Provision of support for regulations implemented for model year 2011 and published in the Canada Gazette by December 2008

Program's expected results over the 2007-2011 period

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 regulations to reduce fuel consumption and greenhouse gases beginning in 2011 and new emission control standards applied to regulated modes of transportation and engines used and sold in Canada.
• 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.

Intermediate Outcomes

• Canada's emissions have been reduced from 2006 levels while maintaining competitiveness of Canadian regulated sectors:
• • for targeted air pollutants: mainly PM, NO_x , SO_x , VOCs and some specific such as NH₃ , Hg, benzene, PAHs, fluorides; and
  • 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.

Program's achieved results in 2008-2009

Immediate Outcome: Canada's motor vehicles and engines fleet becomes increasingly more fuel efficient and cleaner as a result of new vehicle regulations to reduce fuel consumption and greenhouse gases beginning in 2011 and new emission control standards applied to regulated modes of transportation and engines used and sold in Canada.

Results: Ongoing analysis and support has been provided to advance the development of light-duty vehicle fuel efficiency regulations. However, publication in the Canada Gazette has been delayed primarily because of a shift in approach in Canada. Delays were also incurred while waiting for US regulations to be finalized and amendments to the Motor Vehicle Fuel Consumption Standards Act to be finalized and tabled.

Program's approved spending over the 2007-2011 period	Program's planned spending in 2008-2009	Program's actual spending in 2008-2009
$3,200,000	$1,628,783	$576,109

Program: Consumer and commercial products regulatory actions

Department	Environment Canada
Departmental Program Activity	3.3 - Clean Air Program

Program's expected achievements in 2008-2009

• Three volatile organic compound (VOC) concentration regulations for consumer products, architectural paints and auto refinish coatings published in the Canada Gazette, Part I.
• Stakeholders consulted on further VOC reduction initiatives; associated strategies developed.
• Instrument development activities, cost-benefit analysis and other measures (e.g. guidance documents) are initiated for the development of a regulation to control the design of residential wood-burning appliances manufactured, imported for sale, and sold in Canada.

Program's expected results over the 2007-2011 period

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 regulations to reduce fuel consumption and greenhouse gases beginning in 2011 and new emission control standards applied to regulated modes of transportation and engines used and sold in Canada.
• 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.

Intermediate Outcomes

• Canada's emissions have been reduced from 2006 levels while maintaining competitiveness of Canadian regulated sectors:
• • for targeted air pollutants: mainly PM, NO_x , SO_x , VOCs and some specific such as NH₃ , Hg, benzene, PAHs, fluorides; and
  • 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.

Program's achieved results in 2008-2009

The three VOC Concentration Regulations for certain consumer products, architectural paints and auto refinish products were published in Canada Gazette part I on April 26, 2008.These three regulatory initiatives will reduce emissions of VOCs which contribute to the formation of smog.

Initiated and completed two research studies: Residential Wood Combustion industry socio-economic study; Emissions factor study of certified residential wood appliances. These studies will enhance capacity to conduct cost-benefit anal