ARCHIVED - Transport Canada - Supplementary Tables

User Fee: Aviation Safety - Regulatory Fees

Fee Type: R

Fee-setting Authority:

1. Aeronautics Act
2. Canadian Aviation Regulations (CARs) - CARs fees
   
3. Fees in Part I subpart 4

Date Last Modified: July 15, 2000

Performance Standards:

1. Civil Aviation’s Service Standards
2. Service Charter

Performance Results:

1. Ontario Region: results for Services with Fees
   
2. Other performance results under development

Other Information:

Documentation on Services Standards was published in April 2010. A communication strategy has been activated to raise awareness of stakeholders and Transport Canada Civil Aviation (TCCA) employees on the following documentation:

1. Directive on Civil Aviation Service Standards Framework;
   
2. Staff Instruction on Civil Aviation Service Standards Improvement Process;
   
3. Service Standards Activities List for services with charges and no charges. This document includes a description of services and related service standards. This information will be a focal point for external stakeholders doing business with any Transport Canada Civil Aviation Offices.

Starting in 2010, Atlantic Region will implement an activity tracking system that will enable the measurement of service standards.

The Full Cost base reported in the table above represents the Total Direct and Indirect Beneficiary Costs. Per the last review completed, only 27% of the Full Cost base was considered as direct beneficiary costs e.g. attributable to paying stakeholders. Consistent with public consultations conducted in the past, costs (or a portion of) of services such as monitoring compliance, enforcement of safety operational standards, the establishment of legislation, regulations and standards, etc., were considered benefiting the general taxpayer. Only the costs associated with the issuance of Transport Canada safety documents (certificate, license, permit, etc.) were considered a private benefit attributable to the document recipient.

User Fee: Marine Safety - Regulatory Fees for inspections, surveys, services, etc.

Fee Type: R

Fee-setting Authority: Various regulations under the Canada Shipping Act, 2001 (such as the Board of Steamship Inspection Scale of Fees; Vessels Registry Fees Tariff; etc.)

Date Last Modified: June 6, 1995 (Overall Fee Increase). May 1, 2002 (Specific Fees)

Performance Standards: Service Standards for Marine Safety's Fees

Performance Results: Work continued to advance in 2009-2010 with regard to establishing electronic tracking for service standard performance. Marine Safety has 32 Internet Technology (IT) systems / databases that manage program data, and a number of them require modifications to integrate service management data. Marine Safety’s new IT framework, which will provide a common technical platform and the capability to share data amongst systems, will facilitate this effort. Further, a working group was established in the fall 2009 to review existing service standards with a view to improving their measurability. Proposals have been developed that will be presented to the Marine Safety Executive in the winter of 2010.

User Fee: Marine Safety - Office of Boating Safety - Construction Standard Compliance Labels

Fee Type: R

Fee-setting Authority: Canada Shipping Act/Small Vessel Regulations/TP 1332 incorporated by reference
TP 1332

Date Last Modified: 1995

Performance Standards: Office of Boating Safety Compliance Labels

Performance Results: Performance results updated annually. In 2009-2010, services for the issuance of construction standard compliance labels were rendered within the standard in 98.5% of cases.

Other Information:This will be the last year for reporting compliance label fees. The new Small Vessel Regulations, which came into effect May 2010, incorporated a fundamental shift in the manner in which Transport Canada manages the builders’ and importers’ Compliance Notice Program. Under the new regulations, printing and attaching compliance notices to vessels has become the responsibility of the builder or importer.

User Fee: Marine Safety - Ship Radio Inspection Program

Fee Type: R

Fee-setting Authority: Canada Shipping Act/Ship Radio Inspection Fees Regulations

Date Last Modified: 1978

Performance Standards: Part 4 - General

Performance Results: Performance results under development

User Fee: Airports - Air Services Charges Regulations (ASCR) fees: General Terminal Fees, Landing Fees, Aircraft Parking Charges, Emergency response services charges.

Fee Type: O

Fee-setting Authority: Section 4.4 (2) of the Aeronautics Act, and Section 2 of the Ministerial Regulations Authorization Order - Air Services Charges Regulations

Date Last Modified: January 1, 2003

Performance Standards: National Service Standards

Performance Results: National Service Standards

Other Information: Excludes revenues and costs from divested and leased airports. Consistent with public consultations conducted in the past, full costs reported do not reflect annualized capital costs in recognition of the fact that smaller airports may not have the necessary critical mass of traffic to fully pay for these large up-front infrastructure costs e.g. start-up costs.

User Fee: Airports - Annual Registration of Mobile Equipment used at Airports

Fee Type: O

Fee-setting Authority: Government Property Traffic Act and Airport Traffic Regulations - Part III Section 57 to 60

Date Last Modified: February 24, 2004

Performance Standards: National Service Standards

Performance Results: National Service Standards

Other Information: Excludes revenues and costs from divested and leased airports. Consistent with public consultations conducted in the past, full costs reported do not reflect annualized capital costs in recognition of the fact that smaller airports may not have the necessary critical mass of traffic to fully pay for these large up-front infrastructure costs e.g. start-up costs.

User Fee: Airports - Vehicle Parking Charges

Fee Type: O

Fee-setting Authority: Section 4.4(2) of the Aeronautics Act and Section 2 of the Ministerial Regulations Authorization Order, Airport Vehicle Parking Charges Regulations

Date Last Modified: November 19, 1998

Performance Standards: National Service Standards

Performance Results: National Service Standards

Other Information: Excludes revenues and costs from divested and leased airports. Consistent with public consultations conducted in the past, full costs reported do not reflect annualized capital costs in recognition of the fact that smaller airports may not have the necessary critical mass of traffic to fully pay for these large up-front infrastructure costs e.g. start-up costs.

User Fee: Ports - Public Port Revenues: Utility Charges, Wharfage, Berthage, Storage and Harbour Dues

Fee Type: O

Fee-setting Authority: Canada Marine Act
Fees

Date Last Modified: January 1, 2004

Performance Standards: National Service Standards

Performance Results: National Service Standards

User Fee: Access to Information Requests - Fees

Fee Type: O

Fee-setting Authority: Access to Information Act and Regulations

Date Last Modified: 1992

Performance Standards: Service Standards are included in the Access to information Act, Section 7

Performance Results: Statutory deadlines have been met for 46% of requests. 100% of extension notices were sent within 30 days following the receipt of the request. 100% of transfer notices were sent within 15 days.

Other Information: Access to Information Requests – Fees: The Access to Information Act has provisions to waive fees. Cost information is based on the Statistical Reports on the Access to Information Act. User Fee financial information includes adjustments to a full cost base in accordance with the TBS Guide to Costing.

Please note that according to prevailing legal opinion, where the corresponding fee introduction or most recent modification occurred prior to March 31, 2004:

• The performance standard, if provided, may not have received parliamentary review;
• The performance standard, if provided, may not respect all establishment requirements under the User Fee Act (e.g. international comparison; independent complaint address).
• The performance result, if provided, is not legally subject to section 5.1 of the User Fee Act regarding fee reductions for unachieved performance.

Full Cost represents the full cost of providing a service, good, facility or privilege. Full Cost is not necessarily the cost attributed to fee-paying clients and a lower cost recovery level may be required based on the economic impact on stakeholders, stakeholders paying capability, the degree to which a price may affect the achievement of public policy objectives, etc.

Full Cost is calculated according to costing principles identified in the Treasury Board Secretariat’s Guide to Costing.

Name of Transfer Payment Program: Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund

Start date: October 19, 2006

End date: March 31, 2014

Description: The Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund is intended to establish the best transportation network, facilitating global supply chains between Asia and North America. The transportation infrastructure investments address near term capacity problems and build strategically for the future.

Strategic Outcome: An efficient transportation system.

Results Achieved: Announced 2 South Shore Trade Area Projects. Signed 6 contribution agreements. Four new projects entered the construction phase. Five projects were completed.

Comment(s) on Variance(s): Market and economic conditions caused construction costs to be lower than anticipated, thus resulting in lower than expected bids on tenders. In addition, regulatory compliance, delays in property acquisition, design changes and restrictions also contributed to project delays.

Audit completed or planned: In May 2009, Transport Canada undertook a risk and control assessment of Canada’s Economic Action Plan initiatives specific to the department. The Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund was included in this assessment.

Evaluation completed or planned: A horizontal evaluation of the program is planned for 2010-2011.

Name of Transfer Payment Program: Gateways and Border Crossings Fund (GBCF)

Start date: February 7, 2008

End date: March 31, 2014

Description: The Gateways and Border Crossings Fund is a merit-based program that funds transportation infrastructure and other related initiatives to develop and exploit Canada’s strategic gateways, trade corridors and border crossings and to better integrate the national transportation system.

Strategic Outcome: An efficient transportation system.

Results Achieved:

• Six new infrastructure projects were announced under the Gateways and Border Crossings Fund.
  
• Ten Contribution Agreements were signed, with a total value of over $358 million.
  
• The majority of the $2.12 billion fund has been committed:
  
  • Significant projects have been announced for all three gateways, including projects to improve the Core National Highway System, major border crossings and key ports.
    
  • These projects aim to improve the flow of goods and people within Canada and with the rest of the world.
• Through the GBCF and in partnership with provinces and other stakeholders, Transport Canada funded numerous studies and research to analyse the transportation network and identify transportation challenges and opportunities.

Comment(s) on Variance(s): Transport Canada had estimated it would spend a total of $413,633,000 in FY 2009-2010. As the fiscal year progressed, it became clear that such an estimate would not be met due to delays in signing contribution agreements with recipients and in commencement of projects by the recipients. Also, some due diligence activities and regulatory approvals took longer than anticipated for various projects.

The main explanation for this variance is:

The GBCF is a large and complex infrastructure program and projects take time to develop, particularly as strategies advance and change. Changes in circumstances, be they with regard to provincial priorities, construction or other logistical issues often result in approved projects developing at a slower pace than anticipated.

In a number of cases, for projects that had been publicly announced, project proposals had not yet been received from the project proponents and thus contribution agreements were not signed. In several other cases, work by proponents on approved projects had slowed and as a result, funds could not be spent as originally forecast.

Audit completed or planned: In May 2009, Transport Canada undertook a risk and control assessment of Canada’s Economic Action Plan (EAP) initiatives specific to the department. The GBCF was included in this assessment. This Fund was also included in TC’s audit of Selected Departmental EAP Initiatives presented to the Departmental Audit Committee in June 2010.

Evaluation completed or planned: An interim evaluation is planned for 2013-2014.

Name of Transfer Payment Program: Northumberland Strait Crossing subsidy payment under the Northumberland Strait Crossing Act (Statutory)

Start date: May 31, 1997

End date: April 1, 2032

Description: The Northumberland Strait Crossing subsidy payments are made to the bridge operator to honor a constitutional obligation to provide a transportation link between Prince Edward Island and the mainland.

Strategic Outcome: An efficient transportation system that contributes to Canada’s economic growth and trade objectives.

Results Achieved: Federal funding is provided for continuous and efficient year-round transportation of people and goods between Prince Edward Island and the mainland to support an efficient, integrated and accessible transportation system.

Comment(s) on Variance(s):

• As per the Northumberland Strait Crossing Act, payments to Northumberland Strait Crossing shall be $41.9 million, adjusted annually to 1992 for inflation in accordance with the Consumer Price Index.
  
• The Consumer Price Index was higher at the time when the planned spending for 2009-2010 was forecasted than when the actual spending was calculated for that year.
  
• Therefore, given the difference in the Consumer Price Index, the actual spending for 2009-2010 is lower than the planned spending for 2009-2010. However, the Consumer Price Index at the time of the calculation of the 2009-2010 actual spending was not below the 2008-2009 rate. Consequently, the actual spending for 2009-2010 is higher than the actual spending for 2008-2009.

Audit completed or planned: Transport Canada did not conduct an internal audit in this area. TC will determine whether an internal audit will be conducted, based on its risk-based audit planning process.

Evaluation completed or planned: As this is a statutory payment, no evaluation is planned.

Name of Transfer Payment Program: Port Divestiture Fund

Start date: April 18, 1996

End date: March 31, 2012

Description: The Port Divestiture Fund was created to facilitate the divestiture process by providing new owner/operators with the resources to continue port operations for the foreseeable future.

Strategic Outcome: An efficient transportation system.

Results Achieved: Ports successfully transferred to local communities and users, and are more responsive to local needs.

Comment(s) on Variance(s): Port divestitures are subject to negotiation with local entities and there were unexpected delays in reaching agreements on expected divestitures in 2009-2010. This resulted in actual spending being less than planned.

Audit completed or planned: Transport Canada conducted an internal audit on the Port Divestiture Fund in 2009. A copy of the report is available online.

Evaluation completed or planned: An evaluation of the program was completed in 2007-2008. The program will be evaluated again in 2011-2012 as part of the Marine Infrastructure evaluation. Evaluation reports can be found online.

Name of Transfer Payment Program: Contribution program for operating, capital and start-up funding requirement for regional and remote passenger rail services.

Start date: June 1, 2004

End date: March 31, 2011

Description: The Regional and Remote Passenger Rail Services Class Contribution Program supports operating, capital and start-up funding requirements for regional and remote passenger rail services by ensuring the continuation of non-via remote and regional passenger rail services.

Strategic Outcome: An efficient transportation system.

Results Achieved: Continuation of safe, viable, reliable and sustainable regional and remote passenger rail services.

Comment(s) on Variance(s): The planned spending for fiscal year 2009-2010 did not originally include provisions for the $4.5 million allocated through the EAP. With that allocation, the total authorities for fiscal year 2009-2010 amount to $20.9 million. The variance of $3.6 million accounts for spent EAP funding. The missing $0.9 million is due to the carrying out of less environmental remediation work than expected by one of the recipients under the program.

Audit completed or planned: In May 2009, Transport Canada undertook a risk and control assessment of Canada’s Economic Action Plan (EAP) initiatives specific to the department. The Regional and Remote Passenger Rail Services Class Contribution Program was included in this assessment. As well, this contribution program was part of TC’s Audit of Selected Departmental EAP Initiatives presented to the Departmental Audit Committee in June 2010.

Evaluation completed or planned: An evaluation of the program was completed in 2010-2011. Evaluation reports can be found online.

Name of Transfer Payment Program: Grant to the Province of British Columbia for ferry and coastal freight and passenger services.

Start date: April 18, 1977

End date: Ongoing

Description: The Grant provides financial assistance to the Province of British Columbia to provide ferry services in the waters of the Province as part of a federal obligation to provide transportation links to the national transportation system from various regions and isolated areas of British Columbia.

Strategic Outcome: An efficient transportation system.

Results Achieved: Transportation links to the national surface transportation system from various regions and isolated areas of British Columbia.

Comment(s) on Variance(s): Variance is due to a clause that allows for indexing based on the Consumer Price Index for Vancouver, B.C.

Audit completed or planned: Transport Canada did not conduct an internal audit of this grant in 2009-2010. The department will determine whether an internal audit will be conducted, based on its risk-based audit planning process.

Evaluation completed or planned: An evaluation of the program was completed in 2005. The next evaluation is planned for 2010-2011. Evaluation reports can be found online.

Name of Transfer Payment Program: Contribution for ferry and coastal passenger and freight services.

Start date: 1941

End date: March 31, 2011

Description: The Ferry Services Contribution Program provides financial assistance to maintain inter-provincial ferry transportation in Atlantic Canada and Eastern Quebec, more specifically, for: the service across the Northumberland Strait, between Wood Islands, Prince Edwards Island, and Caribou, Nova Scotia, operated by Northumberland Ferries Ltd.; the service between Cap-aux-Meules, Iles de la Madeleine, Quebec, and Souris, Prince Edward Island, operated by CTMA Traversier Ltée; and the service between Saint John, New Brunswick, and Digby, Nova Scotia, operated by Bay Ferries Ltd.

Strategic Outcome: An efficient transportation system.

Results Achieved: Commercial viability of ferry services that effectively meet demand and rates that reflect market conditions;

Access to mainland transportation network; and

Safe, efficient and reliable ferry services between Cap-aux-Meules, Iles-de-la-Madeleine and Souris, Prince Edward Island, and Wood Islands, Prince Edward Island and Caribou, Nova Scotia, that contribute to local and regional economic development.

Comment(s) on Variance(s): Program contingencies were not utilized due to factors such as stable fuel costs and better than expected revenue performance.

Audit completed or planned: Internal audits of the contribution for ferry and coastal passenger and freight services (CTMA Traversier Ltée and Northumberland Ferries Ltd.) were completed in 2004. Copies of the audit reports can be found online.

Evaluation completed or planned: An evaluation of the program was completed in 2009-2010. Evaluation reports can be found online.

Name of Transfer Payment Program: Grade Crossing Improvement and Closure Programs (approved under Railway Safety Act)

Start date: January 1, 1989

End date: March 31, 2011

Description: Payments made to railway companies and municipalities to improve the safety at public road/railway grade crossings.

Strategic Outcome: A safe transportation system.

Results Achieved: Safety improvements at grade crossings that result in accident and incident reductions.

Comment(s) on Variance(s): There are two explanations to this variance: 1) An additional $4 million was provided to the program in Budget 2009 under the Canada’s Economic Action Plan for projects to be completed in fiscal year 2010-2011; 2) The variance in spending of $2.6 million in 2009-2010 was due to a higher than expected number of projects completed as well as some carry-overs from the previous year.

Audit completed or planned: In May 2009, Transport Canada undertook a risk and control assessment of Canada’s Economic Action Plan initiatives specific to the department. The Grade Crossing Improvement and Closure Program was included in this assessment.

Evaluation completed or planned: An evaluation of the Grade Crossing Closure Program was completed in 2008-2009. An evaluation of the Grade Crossing Improvement Program was completed in 2009-2010. Evaluation reports can be found online.

Name of Transfer Payment Program: Airports Capital Assistance Program

Start date: April 1, 1995

End date: March 31, 2010

Description: Airports Capital Assistance Program (ACAP) assists eligible applicants in financing capital projects related to safety, asset protection and operating cost reduction.

Strategic Outcome: A safe transportation system.

Results Achieved: Maintained or increased safety, contribution to asset protection, reduction in operating cost and increased use of environmentally sustainable practices at airports, where possible.

Comment(s) on Variance(s): No risk was taken in managing the last year of the 5-year program ending March 2010 and low bids were received for some projects.

Audit completed or planned: Transport Canada conducted an internal audit of ACAP in 2007. A copy of the report is available online.

Evaluation completed or planned: An evaluation of the program was completed in 2009-2010. Evaluation reports can be found online.

Name of Transfer Payment Program: Airport Policing Contribution Program

Start date: May 29, 2008

End date: March 31, 2013

Description: The Program was established in 2002 under the responsibility of the Canadian Air Transport Security Authority (CATSA). In 2007, a decision was made to transfer the program to Transport Canada. The program was created to assist eligible, designated airports in financing the heightened cost of security-related policing in accordance with Transport Canada’s regulated security measures. As a result of Budget 2009, effective January 1, 2010, the policing subsidy for Canada’s eight largest airports was terminated. Contributions to Class II and Class Other airports will continue. Security at airports has not been compromised by the measure, as Transport Canada’s regulations still require Canada’s eight largest airports to provide protective policing and security arrangements.

Strategic Outcome: A secure transportation system.

Results Achieved: Increased security to domestic and international airport passengers and non-passengers;
Increased public confidence in the security of the aviation system; and
Consistent police response.

Comment(s) on Variance(s): Variance between 2009-2010 Planned Spending and 2009-2010 Total Authorities in the amount of $4.6 million is due to a reduction of $4.58 million for 2009-2010 announced in Budget 2009, for Class I airports only.

Audit completed or planned: Transport Canada did not conduct an internal audit of this contribution program in 2009-2010. TC will determine whether an internal audit will be conducted, based on its risk-based audit planning process.

Evaluation completed or planned: An evaluation of the program is planned for 2012-2013.

Name of Transfer Payment Program: Contribution to nav Canada to support security for the 2010 Winter Olympic games

Start date: June 23, 2008

End date: June 30, 2010

Description: nav Canada Olympic Security Contribution Program provides financial assistance to nav Canada for systems and services to ensure the safe movement of security aircraft in the Sea-to-Sky corridor and to ensure aviation domain awareness and control of restricted airspace during the 2010 Winter Olympics.

Strategic Outcome: A secure transportation system.

Results Achieved: Enhanced domain awareness and control of aviation control rings around venues;

Increased capacity for aviation traffic in the Sea-to-Sky corridor allowing for increased security aircraft, first responders, essential services and commercial aviation traffic in the corridor; and

Air navigation capacity for security services (Aviation Security Operations Coordination Centre (ASOCC) and Department of National Defence).

Comment(s) on Variance(s): Some services provided were determined as not required resulting in lower labour costs.

Audit completed or planned: Transport Canada did not conduct an internal audit of this contribution program in 2009-2010. TC will determine whether an internal audit will be conducted, based on its risk-based audit planning process.

Evaluation completed or planned: An evaluation of the program is planned for 2010-2011 as part of the horizontal evaluation of Security and Public Safety at the Vancouver 2010 Olympic and Paralympics Winter Games led by the RCMP.

Name of Transfer Payment Program: Marine Security Contribution Program (voted)

Start date: December 1, 2004

End date: November 30, 2009

Description: Financial assistance to aid in the rapid implementation of security measures and to help offset the costs of ports, marine facilities and domestic ferries that would not have the financial capacity to cover security costs without significantly affecting operating costs. (The description of the Marine Security Contribution Program has been modified to reflect the additional authorities that were provided from Treasury Board with regards to eligible recipients.)

Strategic Outcome: A secure transportation system.

Results Achieved: Fiscal Year 2009-2010 was the Marine Security Contribution Program’s fifth and final year. Out of the $12.5 million allocated for planned spending, the program disbursed $11.8 million (95%) in eligible funds to 297 recipients for security enhancements such as:

• Surveillance equipment
  
• Dockside and perimeter security
  
• Command, control and communications equipment, and
  
• Security training

Over the Marine Security Contribution Program’s five years, funding to over 250 recipients, for more than 1,100 projects, contributed to the:

Enhanced ability of marine ports, marine facilities and domestic ferries to address security gaps;

Increased capacity of facility owners and operators to proactively address evolving marine security requirements;

Compliance of eligible ports, marine facilities and domestic ferries with the requirements of the Marine Transportation Security Regulations (MTSR), the International Ships and Port Facility Security (ISPS) Code and the Domestic Ferries Security Regulations (a performance target of 80% of regulated facilities meeting/exceeding the minimum requirements of the Marine Transportation Security Regulations by 2012 was established).

In addition, the Marine Security Program essentially met its target performance to deliver 75% of program contribution funding by 2010, disbursing $81.3 million in funds to recipients. (It should be noted that in 2008-2009 and 2009-2010, a total of $5 million was removed from the Program’s overall available funding to meet the department’s Strategic Review obligations.)

Comment(s) on Variance(s): The variance between planned and actual spending is due to the difference between projected costs and eligible costs submitted by recipients.

Audit completed or planned: Transport Canada conducted an internal audit of this contribution program in 2009. The audit report was recommended by the Departmental Audit Committee and approved by the Deputy Minister on May 10, 2010. Posting of the report on the Internet is pending.

Evaluation completed or planned: An evaluation of the program was completed in 2006-2007 as part of a larger evaluation of Marine Security initiatives at Transport Canada. Evaluation reports can be found online.

Name of Transfer Payment Program: Contributions to provinces toward highway improvements to enhance overall efficiency and promote safety while encouraging industrial development and tourism from a regional economic perspective: Outaouais Road Development Agreement

Start date: January 17, 1972

End date: Agreement in Perpetuity

Description: To improve the highway system in the Outaouais region, as per a 50/50 cost sharing agreement concluded on January 7, 1972, between the National Capital Commission (NCC) and the Ministère des Transports du Québec (MTQ) (subsequently amended September 15, 1972 and again December 4, 1978). Transport Canada has been responsible for administering the Agreement since 1996, since Cabinet authorized the transfer of the Agreement from the NCC to Transport Canada, without providing resources. Over the last 32 years, the federal government has contributed $205 million to the Outaouais Roads Agreement, of which $30 million was spent since the administration of the Agreement was transferred to Transport Canada in 1996.

Strategic Outcome: An efficient transportation system.

Results Achieved: An improved and efficient Outaouais transportation system by reducing congestion and improving safety, while encouraging regional, industrial development and tourism.

Comment(s) on Variance(s): The actual spending surpassed the planned spending because there was an additional $4.1 million to be re-profiled from the previous year, and as well an amount of $2.3 million from a Treasury Board submission. The environmental assessment (EA) for phase 2 of the Highway 5 project was scheduled to be completed in 2009-2010, however, delays occurred in the completion of the EA due to extensive environmental analysis required by the crown corporation owner of adjacent federal parklands. Additional analysis is needed to properly assess the impacts of the project on these parklands, which are ecologically sensitive. The project is now expected to begin in early fall of 2010.

Audit completed or planned: Transport Canada did not conduct an internal audit in this area. TC will determine whether an internal audit will be conducted, based on its risk-based audit planning process.

Evaluation completed or planned: An evaluation of the program was completed in 2009-2010. The next evaluation is planned for 2012-2013. Evaluation reports can be found online.

Name of Horizontal Initiative: ecotransport Strategy

Name of Lead Department(s): Transport Canada (TC)

Lead Department Program Activity: Clean Air from Transportation

Start Date of the Horizontal Initiative: 2007-2008

End Date of the Horizontal Initiative: 2010-2011*
(*ecomobility and Marine Shore Power programs were extended to 2011-2012)

Total Federal Funding Allocation (start to end date): $461.6 million*
(*As of 2012, total allocation will be $463 million due to a $1.4 million allocation for a one-year extension of the ecomobility ($1.1 million) and Marine Shore Power programs ($0.3))

Description of the Horizontal Initiative (including funding agreement): The ecotransport Strategy involves a series of initiatives designed to reduce the amount of fuel consumed, improve transportation efficiency and introduce cleaner transportation technologies. Launched as part of the Government’s Clean Air Agenda Clean Transportation Theme, this strategy features the ecomobility program; the ecotechnology for Vehicles Program; the ecoenergy for Personal Vehicles Program (Natural Resources Canada); and the ecofreight programs : Freight Technology Demonstration Fund, Freight Technology Incentives, ecofreight Partnership, National Harmonisation for the Trucking Industry and Natural Resources Canada’s ecoenergy for Fleet Program.

The ecoauto Rebate Program and the Environment Canada’s (EC’s) Vehicle Scrappage program were introduced separately but are complementary to the programs for personal vehicles.

For more information on the ecotransport Strategy programs, consult the web site.

For detailed results for 2009-2010, please refer to Clean Air Agenda, Clean Transportation Theme results in Environment Canada’s Departmental Performance Report 2009-2010 Horizontal Initiative table on the Treasury Board of Canada Secretariat web site.

a) ecomobility

The ecomobility program is an initiative that works with municipalities to help cut urban-passenger transportation emissions by encouraging Canadians to choose public transit or other sustainable transportation options. Working with cities across Canada, this initiative will help develop programs, services and products that improve sustainable transportation options in urban areas. This program was extended by one year to 2012.

b) ecotechnology for Vehicles

The ecotechnology for Vehicles Program includes in-depth testing and showcasing of advanced technologies for vehicles in order to raise awareness and foster important new partnerships with the automotive industry and encourage the introduction of a broader range of environmental technologies in Canada.

c) ecoenergy for Personal Vehicles

The ecoenergy for Personal Vehicles Program delivered by Natural Resources Canada, provides fuel consumption information and decision-making tools to encourage consumers to purchase fuel-efficient vehicles that are currently available in the market.

d) ecoenergy for Fleets

The ecoenergy for Fleets program aims to reduce fuel use and emissions in commercial and institutional fleets via training, sharing of best practices, anti-idling campaigns, technical analysis to look for potential improvements and other technology opportunities.

e) Freight Technology Demonstration Fund

The Freight Technology Demonstration Fund provides cost-shared funding of industry demonstrations to test and measure new freight transportation technologies in real-world conditions.

f) Freight Technology Incentives Programs

The Freight Technology Incentive Programs provides cost-shared funding to help freight industry recipients to purchase and install proven emission-reducing technologies.

g) ecofreight Partnership Program

The ecofreight Partnership Program builds national and international partnerships and networks with the freight industry to reduce transportation emissions.

h) National Harmonization Initiative for the Trucking Industry

The National Harmonization Initiative for the Trucking Industry identifies regulatory barriers and solutions in collaboration with provinces and territories, so that the Canadian trucking industry can embrace emissions-reducing technologies.

i) Marine Shore Power

The Marine Shore Power Program, extended by one year to 2012, demonstrates the installation and use of shore-based power for marine vessels in Canadian ports to reduce emissions.

j) ecoauto Rebate Program

The ecoauto Rebate Program, which ended in March 2009, provided performance-based rebates to consumers who purchased eligible fuel-efficient vehicles. To be eligible for a grant, vehicles must have been purchased by December 31, 2008, and applications received by March 31, 2009. Applications received before March 31, 2009, but not yet processed by that date, were processed early in fiscal year 2009-2010 under the 2008-2009 fiscal authority.

k) Environment Canada’s Scrappage Program

Environment Canada’s Scrappage Program is a national program that promotes the accelerated scrappage of older vehicles to reduce emissions.

l) Analytical and Policy Support

Analytical and Policy support provides the analytical and policy expertise necessary to support and further develop research, policies and programs related to the federal priorities of sustainable transportation, clean air and climate change.

Name of Horizontal Initiative: Marine Security

Name of Lead Department(s): Transport Canada

Lead Department Program Activity: Marine Security

Start Date of the Horizontal Initiative: Budget 2001

End Date of the Horizontal Initiative: Ongoing

Total Federal Funding Allocation (start to end date): Not Applicable

Description of the Horizontal Initiative (including funding agreement): Marine Security is a horizontal initiative that is linked to the Government’s key priority of "A Safe and Secure Canada". Its aim is to improve the security of Canada’s marine domain, including territorial waters, inland waterways, and at Canadian ports. Elements of this initiative include:

• Increased domain awareness, surveillance and tracking of marine traffic;
  
• Improved co-ordination and cooperation on marine security, including the development of Marine Security Operations Centres (MSOCs);
• Security clearance program for marine sector employees;
• Implementing new detection equipment in Canadian ports to monitor containers;
• Additional resources for emergency and law enforcement response capacity in the marine domain; and
• International initiatives, which will ensure that Canada will meet current international standards and obligations, including those being developed by the International Maritime Organization (IMO).

Shared Outcome(s): The following are planned shared outcomes and activities in marine security.

Key areas include:

• Domain awareness – Canada’s surveillance and awareness efforts within marine areas;
• Responsiveness – Enforcement efforts in cooperation with all relevant police forces and security agencies;
• Safeguarding – Efforts to enhance the physical security of marine infrastructure of other critical infrastructure in or around marine areas; and
• Collaboration – Efforts in support of all other activities to ensure that the various federal and provincial departments, agencies and police forces and other groups with a responsibility for marine security.

Immediate Outcomes:

• Increased surveillance and awareness of marine security environment;
• Increased on-water presence;
• Enhanced security measures at ports and marine facilities;
• Increased capability to respond to marine threats;
• Increased stakeholder awareness and understanding;
• Increased stakeholder ability to meet marine security requirements; and
• Increased cooperation between government departments and agencies involved with marine security.

Intermediate Outcomes:

• Effective domain awareness;
• Rapid and effective response to marine threats and incidents;
• Security-conscious culture among stakeholders;
• Stakeholder compliance with security regulations; and,
• Increased collaboration: internationally, industry partners, multilateral organizations, provinces and municipalities.

Ultimate Outcomes:

• An effective and efficient marine security system;
• High public confidence in Canada’s marine security system; and
• A marine security system that facilitates the efficient and legitimate flow of people and goods.

Strategic Outcome:

• A marine system that contributes to the security, safety and prosperity of Canadians and of our allies.

Governance Structure(s): The Government of Canada created the Interdepartmental Marine Security Working Group (IMSWG), chaired by Transport Canada, to identify and coordinate federal actions in support of Canada’s objectives with regard to public security and anti-terrorism in the marine domain, as well as its international marine security obligations. Under the guidance of the IMSWG, key departments are responsible for the following:

Transport Canada (TC)

Leads the Government’s initiatives in marine security enhancements, including:

• Policy coordination;
• Chairing the IMSWG;
• Regulatory development in support of marine security initiatives;
• Marine Security Oversight and Enforcement Program;
• Marine Transportation Security Clearance Program;
• Marine Security Contribution Program; and
• Participation in the Marine Security Operations Centres.

Department of Fisheries and Oceans and Canadian Coast Guard (DFO and CCG)

Contributor to the enhancement of the level of domain awareness within the Canadian Exclusive Economic Zone (EEZ) through increased surveillance activities and the implementation of shore-based automatic identification system (AIS) infrastructure and the development of a long-range vessel tracking capability. As well, increased its level of on-water capability for providing platform support to respond to marine security incidents. Also participates in the Marine Security Operations Centres.

Public Safety Canada (PS)

Public Safety Canada (PS) is Canada’s lead department for public safety. PS coordinates efforts with portfolio agencies, federal partners, other levels of government (including international allies) and stakeholders in building national policies and programs dealing with national security, emergency management, law enforcement, corrections, crime prevention and border integrity. This includes, for example, the development and implementation of marine-based counter-terrorism exercises.

Canada Border Services Agency (CBSA)

CBSA’s mandate is to manage the nation’s borders at ports of entry by administering and enforcing the domestic laws that govern trade and travel, as well as international agreements and conventions. The work of the CBSA includes identifying and interdicting high-risk individuals and goods, working with law enforcement agencies to maintain border integrity and engaging in enforcement activities, which include seizure of goods, arrests, detentions, investigations, hearings and removals.

Royal Canadian Mounted Police (RCMP)

The RCMP is responsible for enforcing federal statutes, leading national security and organized crime investigations across Canada both on land and waterside and for maintaining border integrity between ports of entry.

Department of National Defence (DND)

Contributes to enhanced domain awareness of the strategic high-traffic coastal area. Leads the Marine Security Operations Centres (MSOCs) on the coasts and participates in the Great Lakes-St. Lawrence Seaway MSOC. Working with partner departments and agencies to improve interdepartmental tactical operations. Leads the IMIC3 project (approved Jan 10) which will improve tactical communications between the various departmental/agencies vessels at sea.

Comments on Variances:

Transport Canada

1. Planned spending matched actual expenditures – the Coordination Fund was fully subscribed in 2009-2010.
   
2. Due to pressures related to critical marine security projects including Emergency Management and Commerce Resumption, Transport Canada’s Executive Committee reallocated $1.4 million to cover these initiatives.
   
3. Small surplus was used to offset pressures in 1b. Oversight and Enforcement area.
4. Small surplus was used to offset pressures in 1b. Oversight and Enforcement area.
   
5. The variance between planned Contribution funding of $12.5 million and actual disbursements of $11.5 million is due to the difference between projected costs and eligible costs submitted by recipients. It should be noted that the Program was not granted any administrative funding for either 2008-2009 or 2009-2010 – these costs were reallocated from within Transport Canada as pressure funding, for a total of $12.4 million.
   
6. Legal costs related to the Marine Transportation Security Clearance Program were less than originally anticipated.
   

DFO/CCG

1. Additional Fleet Operations – N/A.
   
2. AIS & LRIT – Delays with Contractor delivery of Software caused the 2009-2010 budget variance.
   
3. Great Lakes/St-Lawrence Seaway MSOC – $1.46 million was carried forward from 2009-2010 to 2010-2011. Staffing is just ramping up and therefore all funds were not expended.
   
4. Great Lakes/St-Lawrence Seaway MSET – $972K was spent less than anticipated due to changes in availability and type of vessel from original plan.
   
5. Acquisition of Great Lakes/St-Lawrence Seaway Mid-shore Patrol Vessels (MSPV) – An additional $4 million was spent more than planned as the project was accelerated in 2009-2010. The current TEC of the 9 MSPV is $227 million. The cost per vessel has been augmented to $25.22 million ($227 million/9). The cost increase was communicated in the Aide Memoire to the Cabinet. TC DPR should reflect the updated budget for the 4 security vessels, which is $100.9 million. The total planned spending for 2009-2010 was $10.3 million excluding carry-forward and $4.6 million is towards the 4 security vessels. The actual spending is higher than planned figure due to acceleration of the project. Information related to MSPV in TC's RPP 2010-2011 had not been updated to reflect the $25.22 million per vessel, therefore there will be inconsistency between their DPR 2009-2010 and RPP 2010-2011.
   
6. Enhanced Conservation and Protection Aerial Surveillance Flights – N/A.

Public Safety

Note: Actuals for 6 a) and 6 b) have been combined.

Contact information: Fulvio Fracassi, Director General, Marine Security, Transport Canada, 613-991-4173, fulvio.fracassi@tc.gc.ca

Name of Horizontal Initiative: Asia-Pacific Gateway and Corridor Initiative

Name of Lead Department(s): Transport Canada

Lead Department Program Activity: Gateways and Corridors

Start Date of the Horizontal Initiative: October 19, 2006

End Date of the Horizontal Initiative: March 31, 2014

Total Federal Funding Allocation (start to end date): $1.01 billion

Description of the Horizontal Initiative (including funding agreement): The Asia-Pacific Gateway and Corridor Initiative (APGCI) is intended to strengthen Canada’s competitive position in global commerce. It is an integrated package of investment and policy measures to advance the capacity and efficiency of the Asia-Pacific Gateway and Corridor into North America. It reflects the Government of Canada’s undertaking to work in partnership with provincial governments, private sector leaders, and other stakeholders to further develop and exploit the geographic advantages and transportation system of Canada’s West Coast. The initiative seeks to establish Canada’s Asia-Pacific Gateway and Corridor as the best transportation network facilitating global supply chains between North America and Asia.

Shared Outcome(s): The following are planned shared outcomes and activities for the Asia-Pacific Gateway and Corridor Initiative.

Key areas include:

• Gateway capacity: Strategic infrastructure investments and network improvements;
  
• Competitiveness: Increase Canada’s share of Asia-Pacific commerce to North America;
  
• Efficiency and reliability: Improve goods movement throughout supply chains;
  
• Security and border efficiency: Establish a secure and efficient transportation network linking Canadian and North American markets; and
  
• Integrative policy frameworks and regulations that address new approaches to governance.
  

Ultimate Outcome:

• Boost Canada’s commerce with the Asia-Pacific region;
  
• Increase the Gateway’s share of North American-bound container imports from Asia;
  
• Improve the efficiency and reliability of the Gateway for Canadian and North American exports; and
  
• Ensure travel routes are safe, open to through traffic and minimize environmental impacts.
  

Governance Structure(s): The Minister for the Asia-Pacific Gateway is the champion for this initiative, with support in this effort provided by Transport Canada. The Minister of Transport, Infrastructure and Communities is accountable for the management of resources in the Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund. These two ministers are jointly responsible for the APGCI.

The APGCI is a horizontal initiative and its development and implementation involve a number of key federal departments/agencies. While each is ultimately accountable for its own programs/activities and associated resources from the APGCI Transportation Infrastructure Fund, the implicated federal departments/agencies are also responsible for contributing to the overarching objectives of the APGCI. All federal partners are accountable for the day-to-day management of their respective component of the APGCI. Furthermore, each department-agency is expected to provide regular updates to the two lead ministers, via a Director General level Interdepartmental Steering Committee on the Asia-Pacific Gateway and Corridor Initiative.

An overall Horizontal Performance Framework was prepared in collaboration with all the departments/agencies involved in the Asia-Pacific Gateway and Corridor Initiative. This framework will provide a sound, coordinated and ongoing performance measurement and evaluation strategy to assess the overall process in implementing the APGCI. Partner departments and their role in the initiative are as follows:

Transport Canada

Transport Canada (TC), as the lead department, reports to the Minister for the Asia-Pacific Gateway and to the Minister of Transport, Infrastructure and Communities. TC’s Policy Group is responsible for the on-going coordination, management, integration and strategic development and implementation of the APGCI overall. Other federal departments and agencies, the four western provinces and stakeholders from the private sector are consulted and involved in building consensus on decisions related to the APGCI.

TC is also responsible for the management of the Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund (TIF), whose primary objective is to address capacity challenges facing the Asia-Pacific Gateway and Corridor. The projects funded under TIF will enhance the competitiveness, efficiency and capacity of Canada’s multi-modal transportation network and will be focused specifically on the movement of international commerce between the Asia-Pacific region and North America.

While transportation infrastructure is at its core, the APGCI also focuses on interconnected issues that impact on the further development and exploitation of the Asia-Pacific Gateway and Corridor. In the development of long-term strategic directions for this initiative, TC is engaged in a number of non-infrastructure/competitiveness measures, including:

• Policy renewal agenda to examine policy issues that directly impact the efficiency of the transportation infrastructure that defines the Gateway and Corridor, or its exploitation;
  
• Security review to assess issues related specifically to the Gateway’s reputation and performance;
  
• Roundtable events across western provinces and an international conference to advance understanding of the long-term challenges and opportunities of the gateway by tapping into Canadian and international academic expertise;
  
• The integration of the three major ports in British Columbia Lower Mainland to improve efficiency and capacity;
  
• Support for the establishment of the Lower Mainland Trucking Forum to reach recommendations, on a consensus basis, on methods for improving the efficiency of trucking operations at Vancouver ports; and
  
• Studies directly related to the Gateway operations and efficiency, to better understand and improve the multi-modal infrastructure network and increase the productivity of the full supply chain.

Foreign Affairs and International Trade

The Department of Foreign Affairs and International Trade (DFAIT) Pacific Gateway International Marketing Group is responsible for the ongoing development and implementation of an international marketing strategy in coordination with all stakeholders. The objective is to promote greater use of the Gateway as the Asia-Pacific travel and supply chain route of choice for North American and Asia-Pacific importers, exporters, investors and transportation companies.

This strategy, developed in consultation with stakeholders, includes targeted communication products, outgoing and incoming missions, and showcasing the Asia-Pacific Gateway and Corridor’s advantages at key trade, investment and technology shows, conferences and seminars in Canada, Asia-Pacific, Europe and North America.

Key DFAIT missions abroad are actively engaged in advancing Canada as the gateway and corridor of choice through dialogue with transportation companies, producers, and exporters and/or importers in each of their respective regions to showcase the strengths of the Canadian transportation network. These missions encourage investment and technology transfer, play an advocacy role on key APGCI issues such as security and border efficiency, provide intelligence back to Canada to support policy development and help determine what messages resonate in their markets.

DFAIT has established a core group of Trade Commissioners from Asia-Pacific and North American missions who understand the gateway and the opportunities it presents for Canada's economy and are, thereby, able to support the government's objective of establishing Canada as the gateway and corridor of choice between North America and Asia.

Canada Border Services Agency

Canada Border Services Agency (CBSA) is responsible for the implementation of a marine container inspection operation located at the Port of Prince Rupert. The marine container inspection operation allows CBSA to develop operations to ensure containers arriving from other countries are properly inspected by means of effective processes and state-of-the art technology. CBSA’s marine container inspection operation plays a vital and strategic role, integrated within the overall APGCI.

Parks Canada Agency

Parks Canada is responsible for the maintenance and recapitalization of highways that pass through national parks, including the Trans-Canada Highway (TCH). The TCH is a major pan-Canadian highway that connects the West Coast and its Asia-Pacific linkages to the rest of Canada, especially markets in the western provinces.

Parks Canada has twinned a 10 km section of the congested TCH through the Banff National Park of Canada that will result in improved capacity and efficiency. The funding provided by the APGCI has helped to ensure the timely completion of this section of highway upgrading and hence support the Initiative’s objective of improving the movement of goods through the Asia-Pacific Gateway and Corridor.

Western Economic Diversification Canada

Western Economic Diversification Canada (WD) was responsible for a business opportunities and awareness-raising initiative entitled "Seizing the Gateway Opportunity: Western Canada and the Asia-Pacific Challenge", and for funding dredging work on the Fraser River to maintain a competitive shipping channel.

As part of "Seizing the Gateway Opportunity", WD supported: research on successful gateway economies and how best to capitalize on the long-term value-added economic opportunities presented by the rise of the Asia-Pacific market; case studies of successful Canadian SMEs in the Asia-Pacific market; a Canadian presence at the China International Fair for Investment and Trade; a study tour of Western Canadian innovation capabilities by Trade Commissioners from Canadian Posts in Asia-Pacific; and an assessment of community level needs in Saskatchewan and Manitoba for doing business in and with Asia.

WD provided a $4 million grant over two years to the Fraser River Port Authority to support dredging activities on the Fraser River shipping channel. This funding provided the Fraser River Port Authority with the capacity to maintain its existing business and position itself to attract new business, thereby taking advantage of the Asia-Pacific Gateway opportunities. This temporary measure enabled the port to accommodate increasingly large shipping vessels, until a long-term solution is developed to provide for self-sustaining access to port facilities.

Human Resources and Skills Development Canada

Human Resources and Skills Development Canada (HRSDC) is responsible for the Asia-Pacific Gateway Skills Table. Modeled on the Sector Council Program, the Skills Table was established in March 2008 to help address the skills and labour pressure issues in the Asia-Pacific Gateway.

Through the APGCI, HRSDC was provided $3 million over 4 years to fund projects prioritized by the Skills Table. HRSDC is providing an additional $2 million to support the establishment and operation of the Skills Table (total federal investment is $5 million).

Comments on Variance: Transport Canada – APCGI Transportation Infrastructure Fund: Market and economic conditions caused construction costs to be lower than anticipated, thus resulting in lower than expected bids on tenders. In addition, regulatory compliance, delays in property acquisition, design changes and restrictions also contributed to project delays.

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

Contact information: Paul Sandhar-Cruz, Director, Pacific Gateway Coordination, 613-949-0654

Has the department incorporated environmental performance considerations in its procurement decision-making processes?

Summary of initiatives to incorporate environmental performance considerations in procurement decision-making processes:

A green procurement objective was developed in 2006 and included in the 2007-2009 Sustainable Development Strategy under Challenge 7: Improve management of Transport Canada operation and lands. Targets have been incorporated into the departmental environmental management system which requires annual updates on progress.

A website for internal users to provide guidance on environmental purchasing.

Results achieved:

The Guide to Procurement and Materiel Management includes a section on environmental considerations associated with the contracting process.

Transport Canada's incorporation of environmental considerations into the vehicle fleet purchasing process illustrates the department's support and commitment to green procurement and has resulted in a green vehicle fleet.

Contributions to facilitate government-wide implementation of green procurement:

Has the department established green procurement targets?

Summary of green procurement targets:

The following targets are included in the departmental environmental management system action plan for green procurement and are designed to help meet the Greening of Government Operations guidance document:

To disseminate a Bulletin to departmental Responsibility Centre Managers on Green Procurement by end of fiscal year;

The Bulletin will recommend that buyers take the ½ day PWGSC online training course on green procurement available through Campusdirect, as required;

The Bulletin will provide a link to PWGSC’s Standing Offer Index that can isolate green standing offers for viewing and will encourage buyers to purchase green consumables as often as possible taking into consideration cost-effectiveness;

To expand management print output pilot project from six floors in Tower C, and introduce program to Regions; and

To continue to increase purchase of green vehicles for the fleet, and to challenge all proposed purchases of non-green vehicles.

These targets were developed to increase the purchase of green products (including vehicles), to recommend that department buyers are trained in green purchasing as required, and to provide a more effective and cost efficient output environment by utilizing multifunctional devices.

Results achieved:

The Bulletin is drafted and will be available to the manager community by Fall 2010.