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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 to facilitate global supply chains between Asia and North America. The transportation infrastructure investments address short and long-term capacity issues.

Expected results:

• Completion of projects to improve highway, rail and marine capacity, as well as inter-modal links and connectors to increase the efficiency and reliability of Canada’s Asia-Pacific Gateway and Corridor; and
• Identification of bottlenecks, capacity constraints and other impediments to the flow of goods.

($ thousands)

	Forecast Spending 2010-11 [1]	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants
Total contributions	111,708	338,064	203,558	57,521
Total other types of transfer payments
Total Transfer payments	111,708	338,064	203,558	57,521

Summary of the 3 Year Plan: http://www.tc.gc.ca/eng/corporate-services/finance-553.htm

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 improve efficiency;
• Enhancement of the integration of the transportation system; and
• Enhancement of the economic competitiveness and productivity.

($ thousands)

	Forecast Spending 2010-11 [1]	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants
Total contributions	127,248	162,887	819,647	604,459
Total other types of transfer payments
Total Transfer payments	127,248	162,887	819,647	604,459

Summary of the 3 Year Plan: http://www.tc.gc.ca/eng/corporate-services/finance-553.htm

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 the bridge operator to honour 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.

($ thousands)

	Forecast Spending 2010-11 [1]	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants
Total contributions
Total other types of transfer payments	57,721	59,175	60,379	61,633
Total Transfer payments	57,721	59,175	60,379	61,633

Summary of the 3 Year Plan: http://www.tc.gc.ca/eng/corporate-services/finance-553.htm

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 owners/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.

($ thousands)

	Forecast Spending 2010-11 [1]	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants
Total contributions	14,486	6,600
Total other types of transfer payments
Total Transfer payments	14,486	6,600

Summary of the 3 Year Plan: http://www.tc.gc.ca/eng/corporate-services/finance-553.htm

Strategic Outcome: An Efficient Transportation System

Program Activity: Transportation Infrastructure

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

Start date: April 18, 1977

End date: No sunset clause

Description:

The Grant to the province of British Colombia gives financial assistance 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.

($ thousands)

	Forecast Spending 2010-11 [1]	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants	26,924	27,697	27,697	27,697
Total contributions
Total other types of transfer payments
Total Transfer payments	26,924	27,697	27,697	27,697

Summary of the 3 Year Plan: http://www.tc.gc.ca/eng/corporate-services/finance-553.htm

Strategic Outcome: An Efficient Transportation System

Program Activity: Transportation Infrastructure

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

Start date: January 7, 1972

End date: No sunset clause

Description:

Contributions to the Province of Quebec related to the Outaouais Roads Development Agreement toward highway improvements are made to enhance overall efficiency and promote safety while encouraging regional and industrial development and tourism.

Expected results:

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

($ thousands)

	Forecast Spending 2010-11 [1]	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants
Total contributions	565	21,195	16,580	14,640
Total other types of transfer payments
Total Transfer payments	565	21,195	16,580	14,640

Summary of the 3 Year Plan: http://www.tc.gc.ca/eng/corporate-services/finance-553.htm

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: No sunset clause

Description:

Airports Capital Assistance Program assists eligible applicants in financing capital projects related to safety, while contributing to asset protection and operating cost reduction.

Expected results:

• Maintained or increased safety, contribution to asset protection, reduction in operating costs and increased use of environmentally sustainable practices at non-federal airports, where possible.

($ thousands)

	Forecast Spending 2010-11 [1]	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants
Total contributions	10,500	60,000	47,500	38,000
Total other types of transfer payments
Total Transfer payments	10,500	60,000	47,500	38,000

Summary of the 3 Year Plan: http://www.tc.gc.ca/eng/corporate-services/finance-553.htm

Strategic Outcome: A Safe Transportation System

Program Activity: Rail Safety

Name of Transfer Payment Program: Program in support of crossing improvements approved under the Railway Safety Act

Start date: January 1, 1989

End date: Ongoing (Ongoing program funding was approved by Minister in October 2010.)

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.

($ thousands)

	Forecast Spending 2010-11 [1]	Planned Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14
Total grants
Total contributions	9,220	12,345	12,845	12,845
Total other types of transfer payments
Total Transfer payments	9,220	12,345	12,845	12,845

Summary of the 3 Year Plan: http://www.tc.gc.ca/eng/corporate-services/finance-553.htm

8.1 As of April 1, 2012, and pursuant to departmental strategic frameworks, new construction and build-to-lease projects, and major renovation projects, will achieve an industry-recognized level of high environmental performance¹.

Performance Measure	RPP	DPR
Target Status
Number of completed new construction, build-to-lease and major renovation projects in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011–12)	Not applicable
Number of completed new construction, build-to-lease and major renovation projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011–12)	Not applicable
Existence of strategic framework. (Optional in RPP 2011–12)	Will be completed by March 2012

Strategies / Comments

1. Transport Canada strategies will be developed and incorporated into the strategic framework.
2. Transport Canada’s implementation plan includes all of the required elements, as per the mandatory implementation strategies listed in the Government Greening Operations targets table. (Green Building Implementation Plan available as of March 2012.) 

8.2 As of April 1, 2012, and pursuant to departmental strategic frameworks, existing crown buildings over 1000m² will be assessed for environmental performance using an industry-recognized assessment tool².

Performance Measure	RPP	DPR
Target Status
Number of buildings over 1000m2, as per departmental strategic framework. (Optional in FY 2011–12)	Not applicable
Percentage of buildings over 1000m2 that have been assessed using an industry-recognized assessment tool, as per departmental strategic framework. (Optional in FY 2011–12)	Not applicable
Existence of strategic framework. (Optional in RPP 2011–12)	Will be completed by March 2012

Strategies / Comments

1. Transport Canada strategies will be developed and incorporated into the strategic framework.
2. Transport Canada’s implementation plan includes all of the required elements, as per the mandatory implementation strategies listed in the Government Greening Operations targets table. (Green Building Implementation Plan available as of March 2012.) 

8.3 As of April 1, 2012, and pursuant to departmental strategic frameworks, new lease or lease renewal projects over 1000m², where the Crown is the major lessee, will be assessed for environmental performance using an industry-recognized assessment tool³.

Performance Measure	RPP	DPR
Target Status
Number of completed lease and lease renewal projects over 1000m2 in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011–12)	Not applicable
Number of completed lease and lease renewal projects over 1000m2 that were assessed using an industry-recognized assessment tool in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011–12)	Not applicable
Existence of strategic framework. (Optional in RPP 2011–12)	Will be completed by March 2012

Strategies / Comments

1. Transport Canada strategies will be developed and incorporated into the strategic framework.
2. Transport Canada’s implementation plan includes all of the required elements, as per the mandatory implementation strategies listed in the Government Greening Operations targets table. (Green Building Implementation Plan available as of March 2012.) 

8.4 As of April 1, 2012, and pursuant to departmental strategic frameworks, fit-up and refit projects will achieve an industry-recognized level of high environmental performance⁴.

Performance Measure	RPP	DPR
Target Status
Number of completed fit-up and refit projects in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011–12)	Not applicable
Number of completed fit-up and refit projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011–12)	Not applicable
Existence of strategic framework. (Optional in RPP 2011–12)	Will be completed by March 2012

Strategies / Comments

1. Transport Canada strategies will be developed and incorporated into the strategic framework.
2. Transport Canada’s implementation plan includes all of the required elements, as per the mandatory implementation strategies listed in the Government Greening Operations targets table. (Green Building Implementation Plan available as of March 2012.) 

8.5 The federal government will take action now to reduce levels of greenhouse gas emissions from its operations to match the national target of 17% below 2005 by 2020.

Performance Measure		RPP	DPR
Target Status
Departmental GHG reduction target: Percentage of absolute reduction in GHG emissions by fiscal year 2020–21, relative to fiscal year 2005–06.		21%
Departmental GHG emissions in fiscal year 2005–06, in kilotonnes of CO2 equivalent.		64151
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent.	FY 2011–12	53,887
	FY 2012–13	53,566
	FY 2013–14	53,245
	FY 2014–15	52,925
	FY 2015–16	52,604
	FY 2016–17	52,283
	FY 2017–18	51,962
	FY 2018–19	51,642
	FY 2019–20	51,321
	FY 2020–21	50,679
Percent change in departmental GHG emissions from fiscal year 2005–2006 to the end of the given fiscal year.	FY 2011–12	16%
	FY 2012–13	16.5%
	FY 2013–14	17%
	FY 2014–15	17.5%
	FY 2015–16	18%
	FY 2016–17	18.5%
	FY 2017–18	19%
	FY 2018–19	19.5%
	FY 2019–20	20%
	FY 2020–21	21%

Strategies / Comments

1. Targeted green house gas emission sources include facilities and fleet.
2. Exclusions: Guardhouses where energy consumption is minimal and that are used for security reasons where billing includes other electrical costs that cannot be separated (3 in total).
3. Transport Canada’s implementation plan includes all of the required elements, as per the mandatory implementation strategies listed in the Government Greening Operations targets table. (Greenhouse Gas Implementation Plan available as of March 2012.) 

8.6 By March 31, 2014, each department will reuse or recycle all surplus electronic and electrical equipment (EEE) in an environmentally sound and secure manner.

Performance Measure		RPP	DPR
Target Status
Existence of implementation plan for the disposal of all departmentally-generated EEE. (Optional in RPP 2011–12)		Will be completed by March 2012
Total number of departmental locations with EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of the given fiscal year.	FY 2011–12	17%
	FY 2012–13	60%
	FY 2013–14	100%

Strategies / Comments

1. Definition of location: Number of locations is six based on consolidated responsibility for waste disposal at regional office level including the National Capital Region.
2. Transport Canada’s implementation plan includes all of the required elements, as per the mandatory implementation strategies listed in the Government Greening Operations targets table. (Electronic and Electrical Equipment Implementation Plan available as of March 2012.) 

8.7 By March 31, 2013, each department will achieve an 8:1 average ratio of office employees to printing units. Departments will apply target where building occupancy levels, security considerations, and space configuration allow.

Performance Measure		RPP	DPR
Target Status
Ratio of departmental office employees to printing units in fiscal year 2010–11, where building occupancy levels, security considerations and space configuration allow. (Optional)		Not applicable
Ratio of departmental office employees to printing units at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow.	FY 2011–12	5:1
	FY 2012–13	8:1
	FY 2013–14	10:1

Strategies / Comments

1. Definition: Multifunctional devices, desktop printers, network printers, photocopiers and faxes
2. Scope: Transport Canada is working towards the process of determining the possibility of meeting the 8:1 ratio at Transport Canada buildings across the nation based on building occupancy levels, security considerations and where space configurations allow. While some buildings may have a smaller ratio due to above-mentioned considerations, on average, the department will meet this target for all employees.
3. Method used for determining number of printing units: Information Management/Information Technology (Corporate Services) is leading a departmental initiative to inventory (via electronic and manual means) all printing units.
4. Method used for determining number of office employees: Number of Transport Canada unique user identifications as validated against Human Resources statistics.
5. Transport Canada’s implementation plan includes all of the required elements, as per the mandatory implementation strategies listed in the Government Greening Operations targets table. (Printing Unit Implementation Plan available as of March 2012.) 

8.8 By March 31, 2014, each department will reduce internal paper consumption per office employee by 20%. Each department will establish a baseline between 2005–2006 and 2011–2012, and applicable scope.

Performance Measure		RPP	DPR
Target Status
Number of sheets of internal office paper purchased or consumed per office employee in the baseline year selected, as per departmental scope. (Optional in RPP 2011–12)		Not applicable
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected. (Optional in RPP 2011–12)	FY 2011–12	Not applicable
	FY 2012–13	10%
	FY 2013–14	20%

Strategies / Comments

1. Scope: Transport Canada has elected to include all departmental employees, irrelevant of their work location.
2. Method used for determining paper consumption: Public Works and Government Services Canada will provide usage data, which will complement information available to Transport Canada.
3. Method used for determining # of office employees: Number of Transport Canada unique user identifications as validated against Human Resources statistics.
   iv. Transport Canada’s implementation plan includes all of the required elements, as per the mandatory implementation strategies listed in the Government Greening Operations targets table. (Paper Consumption Implementation Plan available as of March 2012.) 

8.9 By March 31, 2012, each department will adopt a guide for greening meetings.

Performance Measure	RPP	DPR
Target Status
Presence of a green meeting guide. (Optional in RPP 2011–12)	Yes: Adopted 2010

Strategies / Comments

1. Adoption: Transport Canada has incorporated Environment Canada’s green meeting guide into its environmental management system and has developed an internal webpage to link Transport Canada employees to the document.
2. Transport Canada’s implementation plan includes all of the required elements, as per the mandatory implementation strategies listed in the electronic and electrical equipment targets table. (Green Meetings Implementation Plan available as of March 2012.) 

8.10.1 By March 31, 2014, 80% of all vehicles purchased annually are right sized for operational needs, a fuel-efficient vehicle in its class in the Government Motor Vehicle Ordering Guide, and/or an alternative fuel vehicle.

Performance Measure	RPP	DPR
Target Status
Number of vehicle purchases that meet the target relative to the total number of all vehicle purchases in the given year.	42 expected to meet target 52 expected purchases in total
Progress against measure in the given fiscal year.	80%

Strategies / Comments

Why this self selected target is smart:

Specific: Refers to specific type of commodity and purchasing mechanism.
Measurable: Information available through our tracking and financial systems.
Achievable: Departmental policy mandating use of Public Works and Government Services Canada standing offers.
Relevant: High rating according to the environmental issue impact assessment.
Time-bound: Date established for target implementation and completion.

Other Reporting Considerations:

1. Transport Canada’s implementation plan includes all of the required elements, as per the mandatory implementation strategies listed in the electronic and electrical equipment targets table. (Green Procurement Implementation Plan available as of March 2012.) 

8.10.2 As of April 1, 2012, all office computers will have a lifetime average of at least four (4) years in the department.

Performance Measure	RPP	DPR
Target Status
Average life of office computers in the Department.	4 years
Progress against measure in the given fiscal year.	4 year life span maintained

Strategies / Comments

Why this self selected target is smart:

Specific: Refers to specific type of commodity.
Measurable: Information available from departmental tracking system.
Achievable: Department’s Desktop Life Cycle Plan.
Relevant: High rating according to the environmental issue impact assessment.
Time-bound: Date established for target implementation and completion.

Other Reporting Considerations:

1. Transport Canada’s implementation plan includes all of the required elements, as per the mandatory implementation strategies listed in the Government Greening Operations targets table. (Green Procurement Implementation Plan available as of March 2012.)

8.10.3 By March 31, 2014, 100% of copy paper purchases contain a minimum of 30% recycled content and have forest management certification or EcoLogo^M or equivalent certification.

Performance Measure	RPP	DPR
Target Status
Volume of paper purchases meeting the target relative to total volume of all paper purchases in the given year.	55% in 2009/10
Progress against measure in the given fiscal year.	55% in 2011/12

Strategies / Comments

Why this self selected target is smart:

Specific: Refers to specific type of commodity.
Measurable: Information available Public Works and Government Services Canada Standing Offers.
Achievable: Departmental policy mandating use of Public Works and Government Services Canada standing offers.
Relevant: High rating according to the environmental issue impact assessment.
Time-bound: Date established for target implementation and completion.

Other Reporting Considerations:

1. Baseline: 2009/2010 statistics from Public Works and Government Services Canada
2. Transport Canada’s implementation plan includes all of the required elements, as per the mandatory implementation strategies listed in the Government Greening Operations targets table. (Green Procurement Implementation Plan available as of March 2012.) 

8.11.1 Training for Select Employees.

By March 31, 2014, 90% of designated contracting specialists and 60% of new acquisition cardholders will have taken a recognized training course on green procurement offered by the Canada School of Public Service, or any other federal government department.

Performance Measure	RPP	DPR
Target Status
Number of designated contracting specialists and procurement personnel who have completed training relative to the total number of materiel managers and procurement personnel. Number of new acquisition cardholders who have completed training relative to the total number of acquisition cardholders.	Not Available   Not Available
Progress against measure in the given fiscal year.	50% of designated contracting specialist and 60% of new acquisition cardholders

Strategies / Comments

Why this self selected target is smart:

Specific: Refers to specific type of training and purchasing mechanism.
Measurable: Combination of manual, Human Resources and financial systems.
Achievable: Departmental policy mandating participation on Green Procurement course.
Relevant: Main requirement of the Policy on Green Procurement.
Time-bound: Date established for target implementation and completion.

Other Reporting Considerations:

1. Transport Canada’s implementation plan includes all of the required elements, as per the mandatory implementation strategies listed in the Government Greening Operations targets table. (Green Procurement Implementation Plan available as of March 2012.) 

8.11.2 Employee performance evaluations for managers and functional heads of procurement and materiel management.

By March 31, 2012, identified designated contracting specialists and their managers and functional heads will have environmental consideration clauses incorporated into their performance evaluations.

Performance Measure	RPP	DPR
Target Status
Number of performance evaluations of identified positions that have environmental consideration clauses relative to the total of identified positions.	Not Available
Progress against measure in the given fiscal year.	90%

Strategies / Comments

Why this self selected target is smart:

Specific: Refers to specific type of target group based on pre-established criteria.
Measurable: Information on the number of positions will be tracked based on manual recording and will be captured by Human Resources since information is protected upon completion, actual performance results cannot be captured or released.
Achievable: Departmental policy mandating inclusion of a performance clause in positions that have been identified as requiring a clause based on pre-established criteria.
Relevant: Main requirement of the Policy on Green Procurement.
Time-bound: Date established for target implementation and completion.

Other Reporting Considerations:

1. Transport Canada’s implementation plan includes all of the required elements, as per the mandatory implementation strategies listed in the Government Greening Operations targets table. (Green Procurement Implementation Plan available as of March 2012.) 

8.11.3 Management processes and controls.

By March 31, 2013, departmental fleet management policies, guidelines and/or standards that include mandatory green fleet practices and purchasing will be reviewed and evaluated.

Performance Measure	RPP	DPR
Target Status
Number of reviews and evaluations conducted to verify that the fleet management standards are met.	2
Progress against measure in the given fiscal year.	1

Strategies / Comments

Why this self selected target is smart:

Specific: Refers to specific type of commodity and purchasing mechanism.
Measurable: Information available from our financial system.
Achievable: Departmental policy mandating use of Public Works and Government Services Canada standing offers.
Relevant: Main requirement of the Policy on Green Procurement.
Time-bound: Date established for target implementation and completion.

Other Reporting Considerations:

1. Transport Canada’s implementation plan includes all of the required elements, as per the mandatory implementation strategies listed in the Government Greening Operations targets table. (Green Procurement Implementation Plan available as of March 2012.) 

Mandatory reporting on the purchase of greenhouse gas emissions offset credits, as per the Policy Framework for Offsetting Greenhouse Gas Emissions from Major International Events, should be reported here.

Performance Measure	RPP	DPR
Quantity of emissions offset in the given fiscal year. (Optional for all RPPs)	Not applicable

Strategies / Comments

1. Transport Canada does not intend to purchase greenhouse gas emissions offset credits 

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

Description:

The Canada-United States Bi-National Transportation Partnership that is planning the new Detroit River International Crossing, is composed of:

• Transport Canada
  
• U.S. Federal Highway Administration
  
• Ontario Ministry of Transportation
  
• Michigan Department of Transportation

The project is a United States/Canadian, Interstate 75 to Highway 401, end-to-end solution consisting of five components: a new international crossing; the Canadian customs plaza; the United States border inspection plaza; the interchange between the United States bridge/plaza and Interstate 75; and the highway connector between Canadian bridge/plaza and Highway 401.

It is the Partnership’s intention to seek a public-private partnership for the bridge and plaza portion of project.

The Bridge

The new Detroit River crossing will be a six-lane bridge that will provide three Canada-bound lanes and three United States bound lanes. The new crossing will accommodate future travel demand, both in terms of meeting capacity and providing flexibility to stream traffic on the crossing to improve border process (e.g. designated Nexus/fast lane).

The new crossing will be constructed to link inspection plazas on the Canadian and United States sides of the Detroit River, and will be a key component of the new end-to-end transportation system that will link the existing Highway 401 to the United States Interstate system. The crossing will consist of both a main bridge that will span the width of the Detroit River and designed to provide navigational clearances that meet United States and Canadian requirements, and approaches to the main bridge that will connect to plazas in both Canada and the United States.

Selection of the bridge type will be made during subsequent design phases of this project. Neither bridge type requires piers to be placed in the Detroit River.

Customs Plaza

In Canada, border inspection plaza alternatives were developed in consideration of the need to provide improved border processing facilities to meet future travel demand and security requirements at the border crossing. The new plaza will be designed to serve the future (2035 and beyond) travel demands at the border crossing. Initial construction of the plaza may not include the fully developed plaza, as the plaza may be developed in stages. The initial construction of the plaza will be such that future expansion will be possible by way of constructing additional inspection or tollbooths.

The plaza was developed in consultation with Canada Border Services Agency and provides sufficient area for primary inspection lane booths and on-site secondary inspection of people and goods. The plaza alternative also allows for dedicated Nexus and fast lanes and provides for a substantial improvement of border crossing processing capabilities.

The plaza will be situated within the Brighton Beach Industrial Park; bounded by the Detroit River, Chappus Street, Ojibway Parkway and Broadway Street. The plaza includes: total plaza area of 202 acres (72.8 hectares); total of 29 inbound inspection lanes; total of 103 secondary inspection parking spaces for commercial vehicles; nine toll collection lanes; and storm water management features to control quality and quantity of runoff rain water.

Ontario Access Road

The new access road will be a controlled access highway connection approximately 11 kilometres long located between the Border Services Plaza and the provincial highway network. The connection is a six-lane urban freeway involving interchanges, grade separations, road closings and the use of service roads. The connection includes a combination of below-grade, at-grade, and above-grade segments and eleven short-tunnelled (or covered) sections. The width of the right-of-way varies and where possible, existing rights-of way will be utilized. Along the corridor, the maximum width of the new right-of-way, not including the existing right-of way, is approximately 300 meters.

Ontario is responsible for the delivery of the Windsor-Essex Parkway, which will connect Highway 401 with the new border inspection plaza and bridge. The province is in the midst of the procurement process and on October 8, 2009, announced a shortlist of three qualified bidders to move to the request-for-proposal stage.

The Rationale for the Project:

Windsor-Detroit is the busiest land border crossing in North America:

• $130 billion (Canadian dollars in 2006) of two-way surface trade;
  
• 28 percent of total Canada-United States trade;
  
• Consists of four crossings: Windsor-Detroit tunnel, Ambassador Bridge, truck ferry and Canadian Pacific Railway tunnel;
  
• Ambassador Bridge alone handles 99 percent of Windsor-Detroit truck traffic;
  
• In recent years, there have been increased traffic delays due to heightened security checks at the United States–Canada border. Inefficiencies at the border crossing directly affect costs; thus affecting abilities to compete internationally; and
  
• Traffic is expected to increase over the next 30 years.

Project Phase:

On December 3, 2009, the federal environmental assessment for the new bridge, customs plaza and access road to the bridge, the Windsor-Essex Parkway, was approved. The Province of Ontario commenced some advance construction of the Windsor-Essex Parkway in early 2010, while also advancing its procurement process for the remainder of the Parkway project.

Leading and Participating Departments and Agencies

Lead Department	Transport Canada
Contracting Authority	Deloitte
Participating Departments	Canada Border Services Agency, Public Works and Government Services Canada, Fisheries and Oceans Canada, and Environment Canada

Prime and Major Subcontractors

Prime Contractor

Deloitte 181 Bay Street, Suite 1100 Toronto, Ontario M5J 2V1 Canada Tel: 416-643-8382 Fax: 416-601-6690

Major Subcontractors

Investment Grade Traffic & Revenue Forecast Wilbur Smith Associates 9500 Arboretum, Suite 360 Austin, Texas 78759 United States of America Air Quality Advisor Stantec 100 - 401 Wellington Street West Toronto, Ontario M5V 1E7 Canada Cost Consultant Davis Langdon 1717 Arch Street, Suite 3720 Philadelphia, Pennsylvania 19103 United States of America Bridge Technical Advisor Delcan 625 Cochrane Drive, Suite 500 Markham, Ontario L3R 9R9 Canada

Major Milestones

List of Major Milestone	Date
1. Environmental assessment launched with 15 options considered	February 2005
2. Options narrowed to 3 potential crossing locations, 3 potential plaza locations and 5 potential access road designs	March 2006
3. Announcement of the technically preferred Ontario Access Road	May 1, 2008
4. Announcement of the technically and environmentally preferred alternative for the crossing and plaza locations	June 18, 2008
5. United States Final Environmental Impact Statement published for final comment	December 5, 2008
6. Final Ontario Environmental Assessment Report submitted to the Ontario Ministry of the Environment / Canadian Environmental Assessment Final Screening Report submitted to the Canadian Environmental Assessment Agency	December 31, 2008
7. United States Record of Decision	January 14, 2009
8. Approval of Ontario’s Environmental Assessment	August 24, 2009
9. Approval of Federal Environmental Assessment	December 3, 2009

Project Outcomes

The Project is designed to achieve the following substantive objectives:

• Provide new border crossing capacity to meet increased long-term international trade and travel demand;
  
• Improve system connectivity to enhance the continuous flow of people and goods;
  
• Improve operations and processing capabilities at the border; and
  
• Provide alternative and secure crossing options (i.e. network redundancy) to mitigate risks of any disruptions or blockages of crossing facilities in the region.

In pursuing the above objectives, the assessment and management of procurement options are to respect the following process objectives:

• Provide a comprehensive and systematic approach to security, safety and emergency operations through the deployment of appropriate technology and processes;
  
• Be consistent with Government of Canada’s divestiture policy of a comprehensive risk transfer to an arm’s length entity for financing, design, construction, and operation of the crossing; and
  
• Be financially self-sustaining (for capital, operating and maintenance costs) to the maximum extent possible so that the new crossing minimizes the need for public funds.

Progress Report and Explanations of Variances

Work with our United States, Michigan and Ontario partners on the development of the new Windsor-Detroit bridge crossing significantly advanced with the approval of the environmental assessments in both countries, enabling the partnership to proceed with project procurement and construction. To support project implementation, Michigan issued a Request for Expressions of Interest and received significant positive responses from the private sector expressing interest in participating in a public-private partnership arrangement. As well, an investment grade traffic and revenue forecast was undertaken that concluded there was sufficient traffic to support a new crossing as truck volumes are expected to triple and vehicle volumes to double over the next thirty years. Transport Canada also commenced property acquisition with willing sellers and concluded an agreement with the City of Windsor totaling $34 million that encompasses the majority of the properties needed for construction of the border inspection plaza and bridge. Transport Canada continues to acquire property on a willing-buyer, willing-seller basis.

Industrial Benefits

The investment in new border infrastructure will result in a number of positive economic impacts. Recently conducted studies concluded that the direct and indirect (e.g. materials, equipment, services, etc.) impacts of the entire border infrastructure project will lead to the creation of approximately 23,000 jobs; including approximately 13,000 direct, and 10,000 indirect employment opportunities. This is particularly noteworthy in that Statistics Canada has reported that the Windsor-Essex region has maintained one of the highest unemployment rates in Canada. Ancillary benefits of these jobs are expected to result in increases in consumer spending, as personal income and company profits improve in the region.

Additionally, the project will provide significant opportunities for local businesses to participate in construction related aspects of the project’s implementation.

Transportation

The vast majority, 62 percent, of Canadian and United States bi-lateral trade crosses our shared border by land. Each day, almost 36,000 trucks cross the Canada-United States border, close to one-third (12,000 trucks) of those at Windsor-Detroit. This project will improve not only the efficiency of the border crossing in the region, but will also provide direct highway connections, thereby reducing costs associated with shipping, and greenhouse gas emissions and other pollutants resulting from idling vehicles.

Over the next 30 years, trade between Canada and the United States is projected to increase. Under high-growth scenarios, cross-border traffic demand could exceed the capacity of the present border crossings in the Detroit River area as early as 2015.

Economic

Given the significant interdependency of the Canadian and American economies, there is nothing more important to exporters and importers on both sides of the border than being able to ensure that traffic at the border flows efficiently and that the international supply chain remains strong.

Businesses from coast-to-coast in Canada and the United States depend on a reliable and secure transportation network. Manufacturing production depends heavily on the fast and predictable trucking of components, parts and finished products across the border, particularly between Windsor-Detroit.

It is estimated that the direct and indirect impact of the entire border infrastructure project on the province’s Gross Domestic Product will be $1.6 billion. In addition, utilizing Ontario’s two-thirds attribution ratio, it is expected that approximately 15,000 total jobs will occur in the Windsor-Essex Region, while contributing an estimated $587 million to the Gross Domestic Product of the Windsor-Essex region.

Security

The Bi-national Partnership is working with border inspection agencies in both countries to ensure that the proposed border processing facilities meet future travel demand and their security requirements at the border crossing. The plazas will be designed to serve future (2035 and beyond) travel demands. These new plazas are being developed in consultation with the Canada Border Services Agency and the United States Department of Homeland Security, Customs and Border Protection Branch, to provide sufficient areas for primary inspection-lane booths and on-site secondary inspection of people and goods. The plaza designs will allow for dedicated Nexus and fast lanes and will provide for a substantial improvement of border processing capabilities including areas for permanent gamma ray inspection equipment.

With almost $2 billion (Canadian dollars) daily in cross-border trade with the United States, keeping the trade system open and flowing efficiently is critical to ensuring both countries economic prosperity. It is equally critical to protect the border against potential threats to our health, security and economy. Redundant infrastructure will help keep the border open in case of incidents at other crossings.

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[1] As defined in the Policy on the Management of Projects

[2] As defined in the Policy on the Management of Major Crown Projects