ARCHIVED - Transport Canada

Strategic Outcome: An efficient transportation system

Program Activity: Gateways and Corridors

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

Start date: October 20, 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.

Expected results: Improved efficiency and reliability of Canada’s Asia-Pacific Gateway and Corridor.

Program Activity:
($ thousands)

	Policies, Programs and Infrastructure in support of a market-based framework	Gateways and Corridors
	Forecast Spending 2008-091	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants
Total contributions	76,639	229,199	178,622	201,167
Total other types of transfer payments (Statutory)
Total Transfer payments	76,639	229,199	178,622	201,167

Planned evaluations: An evaluation is planned for 2013-2014.

Strategic Outcome: An efficient transportation system

Program Activity: Gateways and Corridors

Name of Transfer Payment Program: Gateways and Border Crossings Fund

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.

Expected results:

• Identification of bottlenecks, capacity constraints and other impediments to the flow of goods and people;
• Completion of projects to improve highway, rail and marine capacity, inter-modal links and connectors and technology to eliminate bottlenecks at interfaces;
• Enhanced integration of the transportation system; and
• Enhanced economic competitiveness and productivity.

Program Activity:
($ thousands)

	Policies, Programs and Infrastructure in support of a market-based framework	Gateways and Corridors
	Forecast Spending 2008-091	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants
Total contributions	4,475	413,633	628,458	302,667
Total other types of transfer payments (Statutory)
Total Transfer payments	4,475	413,633	628,458	302,667

Planned evaluations: An evaluation is planned for 2010.

Strategic Outcome: An efficient transportation system

Program Activity: Transportation Infrastructure

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 bridge operator to honor a constitutional obligation to provide a transportation link between Prince Edward Island and the mainland.

Expected results: 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.

Program Activity:
($ thousands)

	Policies, Programs and Infrastructure in support of a market-based framework	Transportation Infrastructure
	Forecast Spending 2008-091	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants
Total contributions
Total other types of transfer payments (Statutory)	56,066	57,771	58,925	60,128
Total Transfer payments	56,066	57,771	58,925	60,128

Planned evaluations: As this is a statutory payment, no evaluation is planned.

Strategic Outcome: An efficient transportation system

Program Activity: Transportation Infrastructure

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

Expected results: Ports successfully transferred to local communities and users, and are more responsive to local needs.

Program Activity:
($ thousands)

	Policies, Programs and Infrastructure in support of a market-based framework	Transportation Infrastructure
	Forecast Spending 2008-091	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants
Total contributions	386	35,136	10,000
Total other types of transfer payments (Statutory)
Total Transfer payments	386	35,136	10,000

Planned evaluations: An evaluation was completed in 2007. The report can be found at: http://www.tc.gc.ca/corporate-services/des/reports/2007/port/menu.htm. The next evaluation is planned for 2009-2010.

Strategic Outcome: An efficient transportation system

Program Activity: Transportation Infrastructure

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, 2010

Description: The Regional and Remote Passenger Rail Services Class Contribution Programsupports 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.

Expected results: Continuation of safe, viable, reliable and sustainable regional and remote passenger rail services.

Program Activity:
($ thousands)

	Policies, Programs and Infrastructure in support of a market-based framework	Transportation Infrastructure
	Forecast Spending 2008-091	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants
Total contributions	16,500	16,400
Total other types of transfer payments (Statutory)
Total Transfer payments	16,500	16,400

Planned evaluations: An evaluation of the program was completed in 2004. The next evaluation is planned for 2009-2010.

Strategic Outcome: An efficient transportation system

Program Activity: Transportation Infrastructure

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.

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

Program Activity:
($ thousands)

	Policies, Programs and Infrastructure in support of a market-based framework	Transportation Infrastructure
	Forecast Spending 2008-091	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants	26,477	27,285	27,285	27,285
Total contributions
Total other types of transfer payments (Statutory)
Total Transfer payments	26,477	27,285	27,285	27,285

Planned evaluations: An evaluation of the program was completed in 2005. The report can be found at: http://www.tc.gc.ca/corporate-services/des/reports/2005/bcpfs/menu.htm. The next evaluation is planned for 2010.

Strategic Outcome: An efficient transportation system

Program Activity: Transportation Infrastructure

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

Start date: 1941

End date: March 31, 2010

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.

Expected results:

• 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.

Program Activity:
($ thousands)

	Policies, Programs and Infrastructure in support of a market-based framework	Transportation Infrastructure
	Forecast Spending 2008-091	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants
Total contributions	16,293	24,220	20,320	16,720
Total other types of transfer payments (Statutory)
Total Transfer payments	16,293	24,220	20,320	16,720

Planned evaluations: An evaluation of the program was completed in 2004. The report can be found at: http://www.tc.gc.ca/corporate-services/des/reports/2003/sfsac/menu.htm. The next evaluation is planned for 2010.

Strategic Outcome: A safe transportation system

Program Activity: Rail Safety

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.

Expected results: Safety improvements at grade crossings that result in accident and incident reductions.

Program Activity:
($ thousands)

	Policies, Rulemaking, Monitoring and Outreach in support of a safe and secure transportation system	Rail Safety
	Forecast Spending 2008-091	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants
Total contributions	7,325	7,145	7,145	7,145
Total other types of transfer payments (Statutory)
Total Transfer payments	7,325	7,145	7,145	7,145

Planned evaluations: An evaluation of the program was completed in 2005. The report can be found at: http://www.tc.gc.ca/corporate-services/des/reports/2005/gcip/menu.htm. The next evaluation is planned for 2009-2010.

Strategic Outcome: A safe transportation system

Program Activity: Aviation Safety

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.

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

Program Activity:
($ thousands)

	Policies, Programs and Infrastructure in support of a market-based framework	Aviation Safety
	Forecast Spending 2008-091	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants
Total contributions	53,458	36,176	38,000	38,000
Total other types of transfer payments (Statutory)
Total Transfer payments	53,458	36,176	38,000	38,000

Planned evaluations: An evaluation was completed in 2005. The report can be found at: http://www.tc.gc.ca/corporate-services/des/reports/2004/acap/menu.htm. The next evaluation is planned for 2008-2009.

Strategic Outcome: A secure transportation system

Program Activity: Aviation Security

Name of Transfer Payment Program: Airports 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.

Expected results:

• 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.

Program Activity:
($ thousands)

	Policies, Rulemaking, Monitoring and Outreach in support of a safe and secure transportation system	Aviation Security
	Forecast Spending 2008-091	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants
Total contributions	14,321	15,620	15,620	15,620
Total other types of transfer payments (Statutory)
Total Transfer payments	14,321	15,620	15,620	15,620

Planned evaluations: An evaluation is planned for 2012-2013

Strategic Outcome: A secure transportation system

Program Activity: Aviation Security

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.

Expected results:

• Enhanced domain awareness and control of aviation control rings around venues;
• Increased capacity for aviation traffic in the Sea-to-Sky corridor allowing for increase 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).

Program Activity:
($ thousands)

	Policies, Programs and Infrastructure in support of a market-based framework	Aviation Security
	Forecast Spending 2008-091	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants
Total contributions	6,600	17,900	250
Total other types of transfer payments (Statutory)
Total Transfer payments	6,600	17,900	250

Planned evaluations: An evaluation is planned for 2010

Strategic Outcome: A secure transportation system

Program Activity: Marine Security

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

Start date: December 1, 2004

End date: November 30, 2009

Description: The NAV Canada Olympic Security Contribution Program provides financial assistance to aid in the speedy implementation of security measures and to help offset the costs of marine facility and port operators who would not have the financial capacity to cover security costs without significantly affecting operating costs.

Expected results:

• Enhanced ability of marine facility and port operators and ports to address security gaps;
• Increased capacity of facility owners and operators to proactively address evolving marine security requirements;
• Compliance of eligible ports and marine facilities with the requirements of the Marine Transportation Security Regulations and the International Ship and Port Facility Security (ISPS) Code;
• Target performance of 80% of regulated facilities meet/exceed minimum requirements of the Marine Transportation Security Requirements (MTSR) by 2012; and
• Target performance of 75% of program funding expended by 2010.

Program Activity:
($ thousands)

	Policies, Rulemaking, Monitoring and Outreach in support of a safe and secure transportation system	Marine Security
	Forecast Spending 2008-091	Planned Spending 2009-10	Planned Spending 2010-11	Planned Spending 2011-12
Total grants
Total contributions	7,800	12,500	-3,000	-3,000
Total other types of transfer payments (Statutory)
Total Transfer payments	7,800	12,500	-3,000	-3,000

Planned evaluations: An evaluation of the program was conducted in 2006 as part of the larger evaluation of all Marine Security initiatives in Transport Canada. The results of the evaluation may be found at the following site: http://www.tc.gc.ca/corporate-services/des/reports/2007/marine/menu.htm.The next evaluation is planned for 2009-2010.

How is your department planning to meet the objectives of the Policy on Green Procurement?

The Material and Contracting group works with the Environmental Program group to meet the objectives of the Policy on Green Procurement. 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.

The Material and Contracting group also created a website for internal users to provide guidance on environmental purchasing.

Has your department established green procurement targets?

Yes

Describe the green procurement targets that have been set by your department and indicate the associated benefits anticipated.

Transport Canada is committed to:

Identifying opportunities and taking action to purchase greener goods and services as PWGSC (Public Works and Government Services Canada) issues specific Standing Offers or Supply Arrangements for these commodities.

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 Bulletin to departmental Responsibility Centre Managers on Green Procurement by end of fiscal year;
• Bulletin will recommend that buyers take the ½ day PWGSC online training course on green procurement available through CampusDirect, as required;
• Bulletin will provide a link to PWGSC’s Standing Offer Index that can isolate green standing offers for viewing. The Bulletin 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·
• o 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.

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, this strategy features the ecomobility program; the ecotechnology for Vehicles Program; the ecoenergy for Personal Vehicles Program (Natural Resources Canada); and the ecofreight programs which include Natural Resources Canada’s (NRCan’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 (see http://www.ecoaction.gc.ca/ecotransport/index-eng.cfm).

• The ecomobility program is a $9.3 million initiative that seeks to work with municipalities to help cut urban-passenger transportation emissions by encouraging commuters to choose public transit or other sustainable transportation options. Working with cities across Canada, this initiative will help develop programs, services and products that improve sustainable transportation options in urban areas. This program was extended by one year to 2012.
• The ecotechnology for Vehicles Program ($14.1 million) 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. The ecoenergy for Personal Vehicles Program ($21 million), delivered by NRCan, will provide fuel consumption information and decision-making tools to encourage consumers to purchase fuel-efficient vehicles that are currently available in the market.
• The ecofreight programs, with $58.7 million in funding, features new steps to reduce the environmental and health effects of freight transportation through technology and will be delivered by TC ($36.7 million) and NRCan ($22 million). These programs include the Freight Technology Demonstration Fund ($9.3 million), providing cost-shared funding of demonstrations to test and measure new freight transportation technologies in real-world conditions; the Freight Technology Incentive Programs ($9.4 million), providing cost-shared funding to help recipients to purchase and install proven emission-reducing technologies; the ecoFreight Partnership Program ($6.6 million), building industry partnerships; the Marine Shore Power Program, extended by one year to 2012 ($6 million), demonstrating the installation and use of shore-based power for marine vessels in Canadian ports; the National Harmonization Initiative for the Trucking Industry ($5.4 million), identifying regulatory barriers and solutions in collaboration with provinces and territories, so that the Canadian trucking industry can embrace emissions-reducing technologies; and the ecoEnergy for Fleets programs ($22 million), aiming 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.
• The ecoauto Rebate Program (ending in March 2009) provides performance-based rebates to consumers who purchase fuel-efficient vehicles. It requires eligible vehicles to meet a performance standard or fuel consumption rating. To be eligible for a grant, vehicles must be purchased by December 31, 2008, and applications must be received by March 31, 2009. However, any applications received before March 31, 2009, but not yet processed by that date, will be processed early in fiscal year 2009/2010 under the 2008/2009 fiscal authority. TC will also implement and complete surveys, which will be comprised of completed surveys of Canadian consumers and dealers. The Program files and the survey information will provide accurate data on consumers’ and dealers’ awareness and acceptance of alternative fuel-efficient vehicles and on the Program’s effectiveness.
• EC’s Scrappage Program is a national program of $92 million over four years, intended to promote the accelerated scrappage of older vehicles.

Shared outcome(s): The overall objective of the ecotransport Strategy is to reduce energy use and emissions in the transportation sector. All the specific measures envisioned in the strategy are expected to contribute to reduced fuel consumption and, as a result, the personal vehicle fleet as well as the freight sector will use less energy. Other measures will help to reduce the demand for personal transportation and encourage modal shifts to more sustainable transportation options. The strategy will lead to reduced greenhouse gas emissions and air pollutants that contribute to smog, thus protecting the environment and the health of Canadians.

Governance structure(s): Under the ecotransport Strategy, each of the three departments implicated (TC, NRCan and EC) will manage their respective programs in accordance with defined governance structures for the individual programs concerned. Each program is subject to a Results-based Management Accountability Framework (RMAF), which includes committee structures, risk management strategies, and provisions for performance measurement, information management, auditing, evaluation and reporting. In addition, a broader Horizontal Management Accountability and Reporting Framework (HMARF) for the Clean Air Agenda was developed and encompasses, among others, all regulatory and program initiatives for clean transportation, including those of the ecotransport Strategy. The HMARF includes governance structures; financial, measurement, risks and information management strategies; and lines of reporting.

($ thousands)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2009-10	Expected Results for 2007-11
1. Transport Canada 1	Clean Air from Transportation	a) eco-MOBILITY	9,300* *Includes 1.1 million allocated to 2011-12 due to program extension.	2,803	Feasibility studies, municipal tools and resources for implementing Transportation demand management (TDM), pilot TDM projects, training materials and learning workshops; and Reduce GHG emissions and reduced air pollutants due to modal shifts towards public transportation, higher occupancy of personal vehicles, and active transportation – all of which are less emissions intensive travel choices.
	Clean Air from Transportation	b) eco- technology for Vehicles	14,100	5,512	Evaluate and showcase near and long term advanced technologies in the Canadian vehicle market, including more efficient and cleaner gasoline and diesel engines, electric, solar, hydrogen fuel cells, biodiesel etc, as well as individual advanced technology components; and Reduce emissions of GHGs and air pollutants as advanced technologies gain market penetration over time.
	Clean Air from Transportation	c) National Harmonization Initiative for the Trucking Industry	5,400	2,153	Environmental benefits are reflected in the anticipated technology take-up from activities under the Freight Technology Demonstration Fund and the Freight Technology Incentive Program
	Clean Air from Transportation	d) Freight Technology Demonstration Fund	9,300	3,718	Support technology demonstrations across all transportation modes and stimulate technology take-up in the four freight modes according to the modal distribution of the projects; and Reduce emissions of GHGs and air pollutants as advanced technologies gain market penetration over time.
	Clean Air from Transportation	e) Freight Technology Incentives Program	9,350	4,110	Provide cost-shared funding to companies and non-profit organizations in freight transportation to help them to purchase and install proven emission-reducing technologies; and Reduce in emissions of GHGs and air pollutants as advanced technologies gain market penetration over time.
	Clean Air from Transportation	f) eco-FREIGHT Partnerships	6,550	1,860	Build and maintain partnerships within the transportation sector to reduce emissions from freight transportation through fast and flexible voluntary actions that can support the regulatory framework; and Support agreements with industry in all freight modes.
	Clean Air from Transportation	g) Marine Shore Power	6,000* *Includes 0.3 million allocated to 2011-2012 due to program extension	1,406	Demonstrate the use of shore-based power for marine vessels in Canadian ports to reduce air pollution from idling ship engines in some of Canada’s largest urban centres; and Reduce air pollutants in the downtown areas of major port cities.
	Clean Air from Transportation	h) ecoauto Rebate Program 2	264,000 includes 11.3 million for Service Canada operational requirements	2,243 includes 300,000 for Service Canada operational requirements	Provide consumer rebates to encourage the purchase of fuel-efficient vehicles; Couple with a Green Levy to discourage the purchase of fuel-inefficient vehicles (administered by Finance Canada and Canada Revenue Agency); and Reduce fuel consumption, commensurate with GHG emission reductions
	Clean Air from Transportation	i) Analytical and Policy Support	4,000 1	1,194
2. Natural Resources Canada	Clean Energy	a) eco-ENERGY for Personal Vehicles	21,000	6,050	Provide information to consumers on fuel consumption and decision-making tools such as vehicle labels, guides and information, and undertake partnerships, to encourage more fuel efficient buying, driving and maintenance practices; Administer the GHG Memorandum of Understanding with the vehicle industry; and Reduce fuel consumption with associated reductions in GHG emissions. Air pollutant emissions will also be reduced.
	Clean Energy	b) eco-ENERGY for Fleets	22,000	7,159	Provide training to professional drivers representing the heavy truck, transit, intercity motor-coach, school bus, urban light and medium vehicle drivers and off-road machinery including mining, construction and farm tractors; Expect fleets to take actions to reduce fuel use/emissions; Expect truck stops to participate in annual idle-free truck stop campaigns; and Expect reductions in fuel consumption with associated reductions in GHG emissions. Air pollutant emissions will also be reduced.
3. Environment Canada	Risks to Canadians, their health and their environment from air pollutants and greenhouse gas emissions are reduced	a) Scrappage	92,000	41,923	National program over four years, intended to promote the accelerated scrappage of older vehicles.
Total			463,000* *Includes a $1.4 million allocated to 2011-2012 for a one-year extension of the ecomobility ($1.1 million) and Marine Shore Power programs ($0.3)	$80,130

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

Contact information: Alain Paquet, Manager, Performance Measurement Unit, Environmental Program, TC : 613- 990-5394

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1 As part of ecotransport strategy, $4 million is allocated to analytical and policy capability in support of Transport Canada’s ecotransport strategy programs with the exception of the ecoauto Rebate program.

2 Transport Canada is responsible for the overall objectives of the program while Service Canada is responsible for the program delivery.

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, and 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

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/Canadian Coast Guard

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

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

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.

($ thousands)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2009-10	Expected Results for 2009-10
1. Transport Canada	Marine Security	a) Marine Security Coordination Fund	16,200	2,000	Increased cooperation between government departments and agencies involved with marine security; Enhanced security measures at ports and marine facilities; Security-conscious culture among stakeholders; and Increased collaboration: internationally, industry partners, multilateral organizations, provinces and municipalities.
		b) Oversight and Enforcement	54,070	11,553	Enhanced security procedures at ports, marine facilities and Canadian Vessels; Increased stakeholder awareness and understanding; Stakeholder compliance with security regulations; and Security-conscious culture among stakeholders.
		c) Marine Security Policy and Interdepartmental Coordination	5,000	1,000	Enhanced security measures at ports and marine facilities; Security-conscious culture among stakeholders; Increased cooperation between government departments and agencies involved with marine security; and Increased collaboration: internationally, industry partners, multilateral organizations, provinces and municipalities.
		d) Marine Transportation Security Clearance Program	11,800	2,000	Increased stakeholder awareness and understanding; Enhanced security measures at ports and marine facilities; and Stakeholder compliance with security regulations.
		e) Marine Security Contribution Program	115,000	12,500	Increased ability to meet marine security requirements; Enhanced security measures at ports and marine facilities; Security-conscious culture among stakeholders; and Stakeholder compliance with security regulations.
		f) Great Lakes/St. Lawrence Seaway Marine Security Operations Centre (design team)	New funding	1,900	Increased surveillance and awareness of marine security environment; Increased cooperation between government departments and agencies involved with marine security; Effective domain awareness; and Increased collaboration: internationally, industry partners, multilateral organizations, provinces and municipalities.
2. Department of Fisheries and Oceans	Safe and Accessible Waterways	a) Increased On-Water Patrols	10,000 (annually and ongoing)	10,000	Increased on-water presence; and Effective domain awareness.
		b) Automatic Identification System and Long Range Identification and Tracking	27,500	12,000	Increased volume of vessel traffic data; Increased awareness; and Effective domain awareness.
		c) Great Lakes/ St. Lawrence Seaway Marine Security Operations Centre (Design Team)	$1,060 (funding sunsets on March 31, 2008)	$400	Increased surveillance and awareness of marine security environment; Increased cooperation between government departments and agencies involved with marine security; Effective domain awareness; and Increased collaboration: internationally, industry partners, multilateral organizations, provinces and municipalities.
		d) Marine Security Enforcement Teams	18,000	4,500	Increased on-water presence; Increased surveillance and awareness of marine security environment; Increased capability to respond to marine threats; Effective domain awareness; and Rapid and effective response to marine threats and incidents.
		e) Construction of Mid-Shore Patrol Vessels	68,500	4,000	CCG will procure MSPV vessels; RCMP will report on the enforcement results of the MSET program.
		f) Increased Surveillance Flights	7,000 (annually and ongoing)	7,000	Increased surveillance and awareness of marine security environment; and Effective domain awareness.
3. Canada Border Services Agency (CBSA)	Enforcement	a) Radiation Detection Equipment Initiative	31,670 (over 5 years)	5,420	Increased security measures at ports and marine facilities.
		b) Passenger and Crew Screening Initiative	34,900	7,224	Increased security measures at ports and marine facilities.
		c) Cruise Ship Inspections	2,350 annually	2,350	Increased security measures at ports and marine facilities.
4. Public Safety	Policing and Law Enforcement	a) Marine-Based Counter-terrorism Exercises (sometimes referred to as scenario based training)	200 ongoing $1,000 to date	200	Improved understanding of roles and responsibilities; contribution to the development of robust interdepartmental procedures and thereby enhanced interdepartmental coordination for Port Domain Awareness and Emergency / Consequence Management
		b) Great Lakes / St. Lawrence Seaway Marine Security Operations Centre (Design Team)	1,600	308	Overall policy coordination for the implementation and direction of the permanent Great Lakes / St. Lawrence Marine Security Operations Centre. Improved domain awareness in the Great Lakes / St. Lawrence Seaway region by implementation of a permanent facility.
4. Department of National Defence	Generate and Sustain Integrated Forces – Generate and Sustain Forces Capable of Maritime Effects – Operational Units	a) Coastal Marine Security Operations Centres	165,000	22,450	Increased surveillance and awareness of marine security environment; Increased cooperation between government departments and agencies involved with marine security; and Effective domain awareness.
		b) Interdepart-mental Maritime Integrated Command Control and Communication	10,000 +7,000 recurring O&M yearly	135 (for definition phase)	Increased surveillance and awareness of marine security environment; Increased cooperation between government departments and agencies involved with marine security; and Effective domain awareness.
	Conduct Operations – Domestic and Continental Operations – Conduct Ongoing Operations and Services to Canadians	c) Increased On-Water Presence/ Coordination (Marlant and JTF(P))	5,000 Annual recurring amount	5,000	Increased surveillance and awareness of marine security environment; Increased on-water presence; and Effective domain awareness.
6. Royal Canadian Mounted Police	Marine Security	a) National Ports Project	1,029	1,029	Safeguarding
		b) National Port Enforcement Teams (NPET)	4,440	4,440	NPET are integrated, intelligence-led, and conduct federal-statute investigations applicable to Canadian ports; and The enforcement objective is to prevent, detect and interdict organized criminal activity, contraband, and people who may pose a threat to the safety and security of Canada and other countries.
		c) Marine Security Emergency Response Team Training	560	560	Increased capability to respond to marine threats; and Rapid and effective response to marine threats and incidents.
		d) Marine Security Emergency Response Teams Re-profiled funding carried forward to 2007-2008	5,630   0	5,630   0	Increased capability to respond to marine threats; and Rapid and effective response to marine threats and incidents.
	Forensic Identification	e) Marine Transportation Clearance Program	180	180	Improved security measures at ports and marine facilities.
	Marine Security	f) Great Lakes/St. Lawrence Seaway Marine Security Operations Centre (interim)	2,491 Note: Interim funding ended March 31, 2008. Permanent funding has been approved as of fall 2008-09	2,491	Increased surveillance and awareness of marine security environment; Increased cooperation between government departments and agencies involved with marine security; Effective domain awareness; and Increased collaboration: internationally, industry partners, multilateral organizations, provinces, and municipalities.
		g) National Waterside Security Coordination Team	839	839	Increased surveillance and awareness of marine security environment; and Effective domain awareness.
		h) Marine Security Enforcement Teams	7,432 (recurring)	7,432	Increased on-water presence; Increased surveillance and awareness of marine security environment; Increased capability to respond to marine security threats; Effective domain awareness; and Rapid and effective response to marine threats.
Total			600,000+	134,541

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

Contact information: Shannon Lenahan, Chief Planning and Resource Management — Marine Security, Transport Canada; 613- 949-0600; shannon.lenahan@tc.gc.ca

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

Name of lead department(s): Transport Canada

Lead department program activity: Transportation Policy Development and Infrastructure Programs

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 that will 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 advantage and strong 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;
• Efficiency and reliability – improve goods movement throughout supply chains;
• Security and border efficiency – establishing 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 of International Trade and Minister for the 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 horizontal initiative and its development and implementation involve a number of other key federal departments/agencies. While each is ultimately accountable for its own programs/activities and associated resources from the APGCI fund, the implicated federal departments/agencies are also responsible for contributing to the overarching objectives of the initiative. 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 has been 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 initiative. Partner departments and their role in the initiative are as follow:

Transport Canada

Transport Canada (TC), as the lead department, reports to the Minister for the 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 Initiative 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 Initiative.

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 initiative also focuses on interconnected issues that impact on the further development and exploitation of the Asia Pacific Gateway and Corridor. As part of a fast track planning and consultative process to inform and 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 co ordination with all stakeholders. The objective is to promote greater use of the Gateway as Asia-Pacific travel and supply chain route of choice for North American and Asia-Pacific importers, exporters, investors and transportation companies.

This strategy, developed in consultation with stakeholders, 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, 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-Pacific.

Canada Border Services Agency

Canada Border Services Agency (CBSA) is responsible for the implementation of a marine container inspection operation located at the Port of Prince Rupert. The marine container inspection operation will allow CBSA to develop operations to ensure containers arriving from other countries are properly inspected by means of effective processes and state of the art technology.

CBSA’s marine container inspection operation plays a vital and strategic role, integrated within the overall Asia-Pacific Gateway and Corridor Initiative.

Parks Canada Agency

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

Parks Canada is in the process of four-laning (twinning) a ten 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 will help 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 two elements of the first phase of the APGCI; a business opportunities and awareness raising initiative entitled “Seizing the Gateway Opportunity: Western Canada and the Asia Pacific Challenge”, and funding dredging work on the Fraser River to maintain a competitive shipping channel.

As part of “Seizing the Gateway Opportunity”, WD supported: research on successful gateway economies and how best to capitalize on the long-term value added economic opportunities presented by 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 was 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 the increasingly large shipping vessels, until a long-term solution is developed that would 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 APGC Skills Table. Modeled on the Sector Council Program, the APGC Skills Table has been established in March 2008 to help address the skills and labour pressure issues related to the APGCI. The development of the APGC Skills Table follows a one-year consultative and planning process designed to inform APGCI’s future policy direction and investment decisions.

HRSDC was provided $3M over 4 years to fund projects prioritized by the APGC Skills Table. These funds will support projects in priority areas identified by the APGC Skills Table. HRSDC is providing an additional $2M to support the establishment and operation of the Skills Table (total federal investment is $5M). The Skills Table acts as a clearinghouse, ensuring sharing of data, projects, timetables, strategies, recruitment and retention practices, and related ideas. It provides a focused forum to identify, coordinate and leverage investments to address APGC-related skills issues.

($ thousands)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation Date)	Planned Spending for 2009-10	Expected Results for 2009-10
1. Transport Canada	Asia-Pacific Gateway and Corridor Initiative	Transportation Infrastructure Fund(TIF)	900,150	224,605	Advancement of key strategic APGCI multi-modal infrastructure projects with public and private sector partners
		Coordination, Management	6,500	1,300	Continued inter-departmental coordination and management of the APGCI
		Fast Track Process	2,300	0	N/A (completed in 2007-08)
		Competitiveness Investment	12,650	5,521	Identification of opportunities to attract value-added activities and investments in sectors complementary to the Asia-Pacific Gateway and Corridor Deepened international partnerships Launch of the Public Engagement program
2. Foreign Affairs and international Trade	International Commerce - Managing and delivering commerce services and advice to Canadian business	Marketing the APGCI	7,000	2,000	Increased awareness and usage of Canada’s Pacific Gateway the APGCI among stakeholders in the Asian and North American stakeholders
3. Canada Border Services Agency		Marine Container Inspection Operation at Port of Prince Rupert	28,000	5,000	Completed implementation of the Marine Container Inspection Program
4. Parks Canada Agency	Throughway management	Banff Trans Canada Highway Twinning	37,000	5,000	Completed twinning of three kilometres of the Banff Trans Canada Highway
5. Western Economic Diversification	Business development and entrepreneur-ship	Seizing the Gateway opportunity	400	0	N/A (completed in 2007-08)
		Dredging the Fraser River	4,000	0	N/A (completed in 2007-08)
6. Human Resources and Skill Development	Asia Pacific Gateway and Corridor Skills Table	Skills and Labour Pressure	3,000	943	Several projects designed to address skills pressures in Gateway sectors will be launched.
Total			1,001,000	244,369

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

Contact information: Stéphanie Arbez, Policy Advisor, Transport Canada; 990-2251; Stephanie.Arbez@tc.gc.ca