ARCHIVED - Transport Canada - Supplementary Tables

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): $1.045 billion

Description of the Horizontal Initiative (including funding agreement):

The Asia-Pacific Gateway and Corridor Initiative 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 Western Canada’s geographic advantage and strong transportation system. 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 themes 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 movement of goods 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 Outcomes:

• 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 imports; and
• Ensure travel routes are safe, open to throughway 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 Asia-Pacific Gateway and Corridor Initiative.

The Asia-Pacific Gateway and Corridor Initiative is a 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 Asia-Pacific Gateway and Corridor Initiative 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 Asia-Pacific Gateway and Corridor Initiative. Furthermore, each department/agency is expected to provide regular updates to the two lead ministers through the Asia-Pacific Gateway and Corridor Initiative Interdepartmental Steering Committee.

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 Initiative. Partner departments and their role in the Initiative are as follows:

Transport Canada

Transport Canada, as the lead department for Asia-Pacific Gateway and Corridor Initiative, reports to the Minister for the Pacific Gateway and to the Minister of Transport, Infrastructure and Communities. The Department is responsible for the ongoing 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.

The Department is also responsible for the management of the Asia-Pacific Gateway and Corridor Initiative Transportation Infrastructure Fund, whose primary objective is to address capacity challenges facing the Asia-Pacific Gateway and Corridor. The projects funded under the Transportation Infrastructure Fund 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. Transport Canada is engaged in a number of non-infrastructure/competitiveness measures including:

• Identifying opportunities to attract value-added activities and investments in sectors complementary to the Asia-Pacific Gateway and Corridor. Recent examples include promoting the use of Canada’s foreign trade zone-type programs, harmonizing tariff regulations for international maritime containers, and hosting industry workshops on improving air cargo competitiveness;
• Deepening international partnerships, for example, strengthening relations with China through multiple ministerial missions, the signing of a Memorandum of Understanding and Action Plan, and a logistics industry exchange program. International outreach is also expanding to include Singapore, Malaysia and Vietnam; and
• Continue to increase knowledge and engage the private sector to improve the efficiency and reliability of the multi-modal transportation network by developing transportation system performance indicators and conducting research on system capacity.

Foreign Affairs and International Trade Canada

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

The international marketing strategy 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. The Department’s missions abroad are actively engaged in advancing Canada as the gateway and corridor of choice and also serve to encourage investment and technology transfer, provide intelligence to Canada to support policy development and help determine what messages resonate in target markets.

The Department 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 is responsible for the implementation of a marine container inspection operation located at the Port of Prince Rupert, which is now fully operational. The marine container inspection operation ensures that containers arriving from other countries are properly inspected through the use of state-of-the art technology. The Agency has also continued to refine its operations to ensure effective and efficient delivery of the Agency’s programs and has developed partnerships with various stakeholders to reinforce supply chain security.

Parks Canada

Parks Canada is responsible for the maintenance and recapitalization of highways that pass through national parks, including the Trans-Canada Highway. This Highway 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-kilometer section of the congested Highway through the Banff National Park of Canada that will result in improved capacity and efficiency. The funding provided by the Asia-Pacific Gateway and Corridor Initiative 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 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", the Department 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 Small-to-Medium Enterprises 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.

The Department 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 Asia-Pacific Gateway opportunities. This temporary measure enabled the port to accommodate increasingly larger 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 is responsible for the Asia Pacific Gateway Skills Table (Skills Table). Modeled on the Sector Council Program, the Skills Table was launched in September 2008 to help address the skills and human resource pressure issues related to the Asia-Pacific Gateway and Corridor Initiative. The development of the Skills Table follows a one-year fast-track consultative and planning process designed to inform Asia-Pacific Gateway and Corridor Initiative future policy direction and investment decisions.

The Department was provided $3 million over four years through the Asia-Pacific Gateway and Corridor Initiative to fund projects prioritized by the Skills Table. These funds will support projects in priority areas identified by the Skills Table. The Department is providing an additional $2 million to support the establishment and operation of the Skills Table (total federal investment is $5 million).

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 skills issues related to the Asia-Pacific Gateway.

Planning Highlights:

The Asia-Pacific Gateway and Corridor Initiative is at the halfway point of its eight-year mandate. A number of components have been completed, including the Fast-Track Process, the Marine Container Inspection Operation at the Port of Prince Rupert, the Banff Trans-Canada Twinning Program, Seizing the Gateway Opportunity, and Dredging the Fraser River.

All funding under the Transportation Infrastructure Fund has been allocated to 47 announced projects. Seven of these projects, worth $44 million, were funded through a transfer from the Mountain Pine Beetle Fund. An additional five projects have been funded through the Gateways and Border Crossings Fund. Nine of the projects have been completed and several others are underway, with more expected to get underway in 2011-2012. Various projects funded through other sources, including the Economic Action Plan, will contribute to the goals of the Asia-Pacific Gateway and Corridor Initiative.

Under the Asia Pacific Gateway Skills Table, six current projects will continue to be undertaken in fiscal year 2011-2012 and new projects will be advanced for funding. Common priorities among these projects include research to determine where skills gaps and labour shortages exist, development and delivery of industry-specific human resource planning workshop pilots, succession planning, certification, outreach, and partnership building.

The focus going forward will be to get the greatest benefit from Asia-Pacific Gateway and Corridor Initiative investments. This includes improving supply chain efficiency and reliability by aligning the recommendations of the private sector-led Gateway Performance Table, the Asia-Pacific Gateway Skills Table and analytical research, as well as the comprehensive review of the freight rail system in Canada. In addition, options will be developed to support the Initiative's mandate in light of sunsetting resources.

Federal Partner: Transport Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date) ($000)	Planned Spending for 2011-12 ($000)
Gateways and Corridors	Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund	944,311	373,642
	Competitiveness Investment	12,348	2,282
	Coordination and Management	6,460	0*
	Fast-Track Process	2,300	0
Total		965,419	375,924

Expected Results for 2011-2012:

• Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund:
  • Identification of bottlenecks, capacity constraints and other impediments to the flow of goods; and
  • Completion of projects to increase highway, rail and marine capacity, as well as inter-modal links and connectors to improve the efficiency and reliability of Canada’s Asia-Pacific Gateway and Corridor.
• Competitiveness Investment:
  • Analysis of the transportation system to improve understanding of the system’s current and future infrastructure, policy, regulatory and operational needs;
  • Identification of opportunities to attract value-added activities and investments in sectors complementary to the Asia-Pacific Gateway and Corridor;
  • Development of public engagement products and activities to raise awareness and promote the benefits of the Asia-Pacific Gateway and Corridor Initiative; and
  • Building of linkages internationally with the emerging economies of the Asia-Pacific region to inform policy development and help identify commercial opportunities.
• Coordination and Management:
  • *Although funding for the Coordination and Management function is set to sunset in fiscal year 2010-2011, a process is underway to seek funding in order to continue to support the Initiative's mandate.

Federal Partner: Foreign Affairs and International Trade Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date) ($000)	Planned Spending for 2011-12 ($000)
International Commerce - Managing and delivering commerce services and advice to Canadian business	Marketing the Asia-Pacific Gateway and Corridor Initiative	7,000	0*
Total		7,000	0

Expected Results for 2011-2012:

• Marketing the Asia-Pacific Gateway and Corridor Initiative:
  • *Although funding for the Marketing the Asia-Pacific Gateway and Corridor Initiative is set to sunset in fiscal year 2010-2011, a process is underway to seek funding in order to continue to support the Initiative's mandate.

Federal Partner: Canada Border Services Agency

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date) ($000)	Planned Spending for 2011-12 ($000)
	Marine Container Inspection Operation at Port of Prince Rupert	28,000	0
Total		28,000	0

Federal Partner: Parks Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date) ($000)	Planned Spending for 2011-12 ($000)
Throughway management	Banff Trans-Canada Highway Twinning	37,000	0
Total		37,000	0

Federal Partner: Western Economic Diversification Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date) ($000)	Planned Spending for 2011-12 ($000)
Business Development and Entrepreneurship	Seizing the Gateway Opportunity	400	0
	Dredging the Fraser River	4,000	0
Total		4,400	0

Federal Partner: Human Resources and Skills Development Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date) ($000)	Planned Spending for 2011-12 ($000)
Skills and Labour Pressure	Asia-Pacific Gateway and Corridor Skills Table	3,000	430*
Total		3,000	430*

* The spending amount will increase depending on the approval of additional project concepts.

Expected Results for 2011-2012:

• Asia-Pacific Gateway and Corridor Skills Table:
  • Pilot the delivery of industry-based, skill development workshops;
  • Increased use of human resources planning by small- and medium-sized enterprises in the Gateway;
  • Development of workplace training resources in partnership with industry;
  • Stronger understanding and articulation of human resource requirements in the Gateway; and,
  • Industry ‘ownership’ and leadership in maintaining workplace training.

Total Allocation For All Federal Partners (from Start to End Date) ($000)	Total Planned Spending for All Federal Partners for 2011–12 ($000)
1,045,000*	376,354

Note: *Includes $1,001 million of core Asia-Pacific Gateway and Corridor Initiative funding as well as a transfer of $44 million from the Mountain Pine Beetle Fund to the Asia-Pacific Gateway and Corridor Initiative Transportation Infrastructure Fund.

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

Contact information:

Paul Sandhar-Cruz
Director, Pacific Gateway Coordination
Transport Canada
Tel: 613-949-0654
E-mail: Paul.Sandhar-Cruz@tc.gc.ca

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 aimed at improving 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 coordination and cooperation on marine security, including the development of Marine Security Operations Centres;
• 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.

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 or other critical infrastructure in or around marine areas; and
• Collaboration – efforts in support of all other activities to ensure that the various federal departments and agencies with responsibility for marine security, as well as their partners, communicate and cooperate fully to secure Canada’s marine domain.

Immediate Outcomes:

• Increased surveillance and awareness of marine security environment;
• Increased on-water presence;
• Increased 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; and
• High public confidence in Canada’s marine security system.

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, 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 Working Group, key departments are responsible for the following:

Transport Canada

The Department leads the Government’s initiatives in marine security, including coordinating policy; chairing the Interdepartmental Marine Security Working Group; managing the Marine Security Coordination Fund; develop regulations in support of marine security initiatives; managing the Marine Security Oversight and Enforcement Program; managing Marine Transportation Security Clearance Program; and participating in the Marine Security Operations Centres.

Fisheries and Oceans Canada/Canadian Coast Guard

The Department contributes to the enhancement of the level of domain awareness within the Canadian Exclusive Economic Zone through increased surveillance activities and the implementation of shore-based Automatic Identification System infrastructure and the development of a long-range vessel tracking capability. As well, the Department increased its level of on-water capability for providing platform support to respond to marine security incidents, and also participates in the Marine Security Operations Centres.

Public Safety Canada

Public Safety Canada is Canada’s lead department for public safety. The Department coordinates efforts with portfolio agencies, federal partners, other levels of government (including international partners) 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

The Agency’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 Agency 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

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

National Defence

The Department contributes to enhance domain awareness of the strategic high-traffic coastal area. National Defence leads the Coastal Marine Security Operations Centres and participates in a Centre located in the Great Lakes-St. Lawrence Seaway.

Planning Highlights:

Planning highlights for the Marine Security Program in 2011-2012 include:

• Advancing the Marine Security Strategy by reviewing and developing strategies, action plans related to interdepartmental information sharing, waterside security, maritime domain awareness, maritime commerce resumption, supply chain security, marine penalties and prohibitions, small vessels, arctic security and extra-territoriality. As a target, the Program hopes to have the Marine Security Strategy reviewed by Cabinet in 2011/2012.
• Reviewing and updating the Marine Transportation Security Regulations, including harmonization with our international partners and the U.S., with a publication target for the Canada Gazette II in 2011/2012.
• Strengthening the Marine Security Oversight and Enforcement Program by further developing of policies, standards and procedures. This includes the coming into force of an Administrative Monetary Penalty system in 2011/2012, and the development of a Quality Management System in the same fiscal year;
• Making progress towards achieving full operational capabilities for both Coastal and Great Lakes Marine Security Operations Centres, with interim operating capability for the Great Lakes Centre achieved in 2011/2012, and significant progress made towards achieving full operating capability for both Coastal Centres in 2013/2014.
• Developing and integrating performance measurement and risk-based decision-making into the overall management of the Program, with initial data collection for the performance measurement framework completed and reporting against targets begun in 2011/2012.

Federal Partner: Transport Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partner	Total Allocation (from Start to End Date) ($000)	Planned Spending for 2011-12 ($000)
Marine Security	Marine Security Coordination Fund	16,200	2,000
	Oversight and Enforcement	54,070	6,810
	Marine Security Policy and Interdepartmental Coordination	5,000	952
	Marine Transportation Security Clearance Program	11,800	1,848
	Great Lakes/St. Lawrence Seaway Marine Security Operations Centre (design team)	9,102	1,904
Total		96,172	13,514

Expected Results for 2011-2012:

• Marine Security Coordination Fund:
  • Increased cooperation between government departments and agencies involved with marine security;
  • Increased security measures at ports and marine facilities;
  • Security-conscious culture among stakeholders; and
  • Increased collaboration: internationally, industry partners, multilateral organizations, provinces and municipalities.
• Oversight and Enforcement:
  • Increased security measures at ports and marine facilities;
  • Increased stakeholder awareness and understanding;
  • Stakeholder compliance with security regulations; and
  • Security-conscious culture among stakeholders.
• Marine Security Policy and Interdepartmental Coordination:
  • Increased 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.
• Marine Transportation Security Clearance Program:
  • Increased stakeholder awareness and understanding;
  • Increased security measures at ports and marine facilities; and
  • Stakeholder compliance with security regulations.
• Great Lakes/St. Lawrence Seaway Marine Security Operations Centre:
  • 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.

Please Note – These performance indicators are under review, with baseline data collection beginning in 2010-2011. The 2011-2012 Departmental Performance Report will reflect this initial data against the revised indicators.

Federal Partner: Department of Fisheries and Oceans/Canadian Coast Guard

Federal Partner Program Activity (PA)	Names of Programs for Federal Partner	Total Allocation (from Start to End Date) ($000)	Planned Spending for 2011-12 ($000)
Safe and Accessible Waterways	Increased On-Water Patrols	10,000	10,000
	Automatic Identification System and Long Range Identification and Tracking	27,500	4,000
	Great Lakes/St. Lawrence Seaway Marine Security Operations Centre (Design Team)	3,200	1,000
	Marine Security Enforcement Teams	12,875	12,875
	Construction of Mid-Shore Patrol Vessels	68,500	8,000
	Increased Surveillance Flights	7,000	7,000
Total		134,200	42,875

Expected Results for 2011-2012:

• Increased On-Water Patrols:
  • Increased on-water presence;
  • Effective domain awareness;
  • Viable, visible demonstration of Canada’s sovereignty over its waters.
• Automatic Identification System and Long Range Identification and Tracking:
  • Increased volume of vessel traffic data;
  • Increased awareness; and
  • Effective domain awareness.
• Great Lakes/St. Lawrence Seaway Marine Security Operations Centre (Design Team):
  • 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.
• Marine Security Enforcement Teams:
  • Increased on-water presence;
  • Increased surveillance and awareness of marine security environment;
  • Increased capability to respond to marine threats;
  • Effective domain awareness;
  • Rapid and effective response to marine threats and incidents;
  • Canadian Coast Guard operates and crews a dedicated marine security fleet with Royal Canadian Mounted Police officers onboard; and
  • Royal Canadian Mounted Police will report on the enforcement results of the Marine Security Enforcement Teams program.
• Construction of Mid-Shore Patrol Vessels:
  • Canadian Coast Guard will procure mid-shore patrol vessels.
• Increased Surveillance Flights:
  • Increased surveillance and awareness of marine security environment; and
  • Effective domain awareness.

Federal Partner: Public Safety Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partner	Total Allocation (from Start to End Date) ($000)	Planned Spending for 2011-12 ($000)
National Exercise Division	Marine-Based Counter-Terrorism Exercises	1,000	175
	Great Lakes/St. Lawrence Seaway Marine Security Operations Centre (Design Team)	1,600	326
Total		2,600	501

Expected Results for 2011-2012:

• Marine-Based Counter-Terrorism Exercises:
  • 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;
  • Increased cooperation between government departments and agencies involved with marine security;
  • Effective domain awareness.

During this time period exercise activity focused on the East Coast, specifically Saint John, New Brunswick. An exercise program using a building block approach will prepare the region for a full-scale exercise anticipated to occur in 2011-2012 timeframe involving the cruise ship business sector. To date an information session, workshop and tabletop exercise have been delivered. Participating organizations included: Cruise line, Port Authority, Municipal, Provincial and federal organizations. The Scenario addressed safety and security aspects including the exchange of information amongst the partners.

• Great Lakes/St. Lawrence Seaway Marine Security Operations Centre:
  • Overall policy coordination for the implementation and direction of the permanent Great Lakes/St. Lawrence Seaway Marine Security Operations Centre.
  • Improved domain awareness in the Great Lakes/St. Lawrence Seaway region.

Federal Partner: Canada Border Services Agency

Federal Partner Program Activity (PA)	Names of Programs for Federal Partner	Total Allocation (from Start to End Date) ($000)	Planned Spending for 2011-12 ($000)
Risk Assessment	Radiation Detection Equipment Initiative		5,538
	Passenger and Crew Screening Initiative		813
Enforcement	Radiation Detection Equipment Initiative		4,454
	Passenger and Crew Screening Initiative		1,265
	Cruise Ship Inspections		19
Facilitated Border	Passenger and Crew Screening Initiative		757
	Cruise Ship Inspections		95
Conventional Border	Passenger and Crew Screening Initiative		3,089
	Cruise Ship Inspections		4,276
Internal Services	Radiation Detection Equipment Initiative		326
	Passenger and Crew Screening Initiative		850
	Cruise Ship Inspections		195
Total	Radiation Detection Equipment Initiative	37,058	5,034
	Passenger and Crew Screening Initiative	46,087	6,770
	Cruise Ship Inspections	30,650	4,585
Total		113,795	16,389

Expected Results for 2011-2012:

• Risk Assessment Program Activity - Radiation Detection Equipment Initiative:
  • Increased security measures at ports and marine facilities.
  • Screening 100% of all containerized marine cargo.
  • Screening 100% of all vessels entering Canadian waters.
  • Board selected vessels identified as high-risk.
• Risk Assessment Program Activity - Passenger and Crew Screening Initiative:
  • Increased security measures at ports and marine facilities.
  • Screening 100% of all containerized marine cargo.
  • Screening 100% of all vessels entering Canadian waters.
  • Board selected vessels identified as high-risk.
• Enforcement Program Activity - Radiation Detection Equipment Initiative:
  • Increased security measures at ports and marine facilities.
  • Screening 100% of all containerized marine cargo.
  • Screening 100% of all vessels entering Canadian waters.
  • Board selected vessels identified as high-risk.
• Enforcement Program Activity - Passenger and Crew Screening Initiative:
  • Increased security measures at ports and marine facilities.
  • Screening 100% of all containerized marine cargo.
  • Screening 100% of all vessels entering Canadian waters.
  • Board selected vessels identified as high-risk.
• Enforcement Program Activity - Cruise Ship Inspections:
  • Increased security measures at ports and marine facilities.
  • Screening 100% of all containerized marine cargo.
  • Screening 100% of all vessels entering Canadian waters.
  • Board selected vessels identified as high-risk.
    
• Facilitated Border Program Activity - Passenger and Crew Screening Initiative:
  • Increased security measures at ports and marine facilities.
  • Screening 100% of all containerized marine cargo.
  • Screening 100% of all vessels entering Canadian waters.
  • Board selected vessels identified as high-risk.
• Facilitated Border Program Activity - Cruise Ship Inspections:
  • Increased security measures at ports and marine facilities.
  • Screening 100% of all containerized marine cargo.
  • Screening 100% of all vessels entering Canadian waters.
  • Board selected vessels identified as high-risk.
• Conventional Border Program Activity - Passenger and Crew Screening Initiative:
  • Increased security measures at ports and marine facilities.
  • Screening 100% of all containerized marine cargo.
  • Screening 100% of all vessels entering Canadian waters.
  • Board selected vessels identified as high-risk.
• Conventional Border Program Activity - Cruise Ship Inspections:
  • Increased security measures at ports and marine facilities.
  • Screening 100% of all containerized marine cargo.
  • Screening 100% of all vessels entering Canadian waters.
  • Board selected vessels identified as high-risk.
• Internal Services Program Activity - Radiation Detection Equipment Initiative:
  • Increased security measures at ports and marine facilities.
  • Screening 100% of all containerized marine cargo.
  • Screening 100% of all vessels entering Canadian waters.
  • Board selected vessels identified as high-risk.
• Internal Services Program Activity - Passenger and Crew Screening Initiative:
  • Increased security measures at ports and marine facilities.
  • Screening 100% of all containerized marine cargo.
  • Screening 100% of all vessels entering Canadian waters.
  • Board selected vessels identified as high-risk.
• Internal Services Program Activity - Cruise Ship Inspections:
  • Increased security measures at ports and marine facilities.
  • Screening 100% of all containerized marine cargo.
  • Screening 100% of all vessels entering Canadian waters.
  • Board selected vessels identified as high-risk.

Federal Partner: Royal Canadian Mounted Police

Federal Partner Program Activity (PA)	Names of Programs for Federal Partner	Total Allocation (from Start to End Date) ($000)	Planned Spending for 2011-12 ($000)
Marine Security	National Ports Project	10,461	1,029
	National Port Enforcement Teams	31,230	4,440
	Marine Security Emergency Response Team Training	5,040	560
	Marine Security Emergency Response Teams Re-profiled funding carried forward to 2007-2008	43,920	5,630
Forensic Identification	Marine Transportation Clearance Program	2,520	180
Marine Security	Great Lakes/St. Lawrence Seaway Marine Security Operations Centre (interim)	22,766	8,527
	National Waterside Security Coordination Team	6,483	839
	Marine Security Enforcement Teams	41,184	6,312
Public Works and Government Services Canada Accommodations		7,065	490
Total		170,669	28,007

Expected Results for 2011-2012:

• National Ports Project:
  • Safeguarding.
• National Port Enforcement Teams:
  • National Port Enforcement Teams are integrated, intelligence-led, and conduct federal-statute investigations applicable to Canadian ports.
    (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.)
• Marine Security Emergency Response Team Training:
  • Increased capability to respond to marine threats; and
  • Rapid and effective response to marine threats and incidents.
• Marine Security Emergency Response Teams re-profiled funding carried forward to 2007-2008:
  • Increased capability to respond to marine threats; and
  • Rapid and effective response to marine threats and incidents.
• Marine Transportation Clearance Program:
  • Improved security measures at ports and marine facilities.
• Great Lakes/St. Lawrence Seaway Marine Security Operations Centre (interim):
  • 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.
• National Waterside Security Coordination Team:
  • Increased surveillance and awareness of marine security environment; and
  • Effective domain awareness.
• Marine Security Enforcement Teams:
  • 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.

Federal Partner: Department of National Defence

Federal Partner Program Activity (PA)	Names of Programs for Federal Partner	Total Allocation (from Start to End Date) ($000)	Planned Spending for 2011-12 ($000)
Generate and Sustain Integrated Forces – Generate and Sustain Forces Capable of Maritime Effects – Operational Units	Coastal Marine Security Operations Centres	165,000*	22,450*
	Interdepartmental Maritime Integrated Command Control and Communication	17,000	135
Conduct Operations – Domestic and Continental Operations – Conduct Ongoing Operations and Services to Canadians	Increased On-Water Presence/ Coordination	5,000	5,000
Total		187,000*	27,585*

* approximate amounts

Expected Results for 2011-2012:

• Coastal Marine Security Operations Centres:
  • Improved surveillance and awareness of marine security environment;
  • Increased cooperation between government departments and agencies involved with marine security; and
  • More effective domain awareness.
• Interdepartmental Maritime Integrated Command Control and Communication:
  • Improved surveillance and awareness of marine security environment;
  • Increased cooperation between government departments and agencies involved with marine security; and
  • More effective domain awareness.
• Increased On-Water Presence/ Coordination:
  • Increased surveillance and awareness of marine security environment;
  • Increased on-water presence; and
  • More effective domain awareness.

Total Allocation For All Federal Partners (from Start to End Date) ($000)	Total Planned Spending for All Federal Partners for 2011-12 ($000)
555,056	107,344

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

Contact information:

Susan Archer
Chief, Marine Security Policy
Interdepartmental Marine Security Working Group
Marine Security, Transport Canada
Tel: 613-949-1437
E-mail: susan.archer@tc.gc.ca