ARCHIVED - 2009-2010 DPRs - Horizontal Initiatives

(5.2)

Trade and Market Development

Science, Innovation and Adoption

Agri-Business Development

Sector-impact analysis and input improved four food regulatory policies.

Guidance to the sector helped with priority setting and improved understanding of regulatory processes and requirements.

Data and information were generated for four food regulatory submissions and 65 pesticide minor use regulatory submissions.

Data and information were generated for development of four pesticide risk-reduction tools.

For health claims, novel foods and ingredients, HC's PA is Food and Nutrition

For Minor Use Pesticides, HC's PA is Pesticide Regulation

For veterinary drugs, HC's PA is Health Products

For Food Fortification, HC’s PA is Food and Nutrition

Evaluated five new health claims, and reviewed three novel-food and 12 food-additive submissions. Published stakeholder guidance documents. Drafted amendments to modernize the Food and Drugs Act.

Registered 170 new pesticide minor uses and 114 new bio-pesticide uses.

Completed prioritized lists of approved veterinary drugs with U.S. Maximum Residue Limits (MRLs) requiring Canadian MRLs. Began streamlining generic drug approvals and increasing submission review capacity.

Obtained stakeholder input and established a data-gathering plan towards a regulatory framework for expanded fortification. Examined legal risks / compliance challenges of transitioning fortified foods from the natural health product framework to food.

See also Section 18 – Comments on Variances.

1a) Completed revisions to the on-farm recognition procedures manual for Phase I- Technical Review

1b) On-farm recognition procedures manual for Phases II and III implementation and assessment to be completed by March 31, 2011

3) Technical reviews of two national producer organizations (NPOs)completed

Three-18 month reviews conducted and five ongoing

Animal Health Risks and Production Systems

Plant Health Risks and Production Systems

1a) Evaluation process of Third Party Submission of National Agri-Commodity Farm Level Biosecurity Standards reviewed and approval process adopted

1b) The guideline has been drafted and completed.

2a) Five expert groups established for beef, bees, dairy, potato and fur bearing animals

2b) Benchmark tool and national sampling plan developed for beef

1a) Completed constitutional analysis of federal authorities for implementing all elements of traceability

1b) The Concept and Consultation Paper for new traceability legislation developed and is under review by senior management and FPT regulatory officials

Innovative co-operative projects are implemented

Access to services across the country creates an enabling environment for co operative development and growth

53 co-operative innovative projects implemented

Service access in every part of the country – at varying degrees.

Rural and Co-operatives Secretariat

26 departments and agencies in the Rural Development Network

Regional and national partnering initiatives are in place to respond to barriers to rural development

Rural stakeholders have access to new and updated/adapted rural development information, expertise and tools that help respond to barriers to innovative development

19 rural community initiatives undertaken to engage community partners in identifying issues and/or opportunities for development

Improved Community Information Database (CID) - 18 presentations and training sessions - increase of 15% in visits

10 learning initiatives led by Rural Teams to improve information available for rural communities

Federally inspected boning establishments and slaughter establishments continue to be verified on-site and record reviews are performed by CFIA inspection staff to ensure that:

• Operators are following their written HACCP System related to the removal and control of Specified Risk Material (SRM)
• Effectiveness of Operator's written HACCP system to meet regulatory requirements related to the removal and control of SRM in boning establishments.

In the 2009-10 fiscal year, a compliance rate of over 99% has been achieved in over 5538 tasks delivered on the enforcement and verification of SRM removal.

Provincially inspected slaughter establishments continue to be verified on-site and record reviews are performed by CFIA inspection staff to ensure that the removal, segregation and disposal of SRM, are carried out to determine the adequacy of Provincial oversight regarding plant controls.

These reviews have been and will continue to be a crucial part in our ongoing efforts to strive for continuous improvements to the consistency and overall quality of our inspection verifications and related activities in non-registered provincial establishments.

Safe animal

1. Monitoring prevalence of BSE in Canada and assessing the effectiveness of the BSE control measures including the Feed Ban and imports controls
2. Analyzing options to redesign the BSE surveillance program and consulting with stakeholders to explore further targeting of surveillance.

The Canadian BSE surveillance program continues to be delivered in accordance with national and international / OIE guidelines.

• CFIA collected 34618 samples during the 2009-10 and triggered, in compliance with the national reimbursement program eligibility criteria, an approximately equivalent number of payments to eligible partners of the program including cattle producers, private veterinarians and dead stock collection operators.
• TSE Laboratories network completed the testing of 34618 received samples with a detection of one BSE case

The CFIA explored in a joint working group with Alberta government avenues to refine the program by having a more targeted surveillance focussed on sampling high risk category of animals

• Results of the Alberta BSE surveillance pilot continue to be periodically reviewed.
• Further analysis to be undertaken regarding the integration of certain factors into the remaining national program.

The CFIA conducted national training for clarification of sampling technique and maintenance of chain of evidence for samples.

Products imported into Canada meet Canadian standards. The CFIA reviews and updates current import policies and conditions for BSE as required in order to reflect changes to international standards and evolving science.

1. Update relevant import policies and procedural directives (by priority, minimum 25% per year) to ensure compliance with regulatory requirements and CFIA domestic disease control; support market access by maintaining and improving Canada's animal health status and production of safe food, feed, fertilizer from imported animal origin ingredients
2. CFIA acceptance of OIE BSE disease categorization for trading countries: negligible risk, controlled risk or undetermined risk
3. Co-partnered risk evaluation on the manufacture process of gelatine from cattle hides sourced from controlled and undetermined risk for BSE countries

1. Revised BSE import policy (umbrella import policy) officially signed off by Health Canada partners, and Chief Veterinary Officer of CFIA. Submitted this to WTO for comments (2009) and implementation (2010)
2. Highly processed products directive revised and submitted to WTO. Implemented October 2009
3. Updated 25 percent of the procedural imports directives for precision and clarity; further updates continuing this year (2010-2011) more specifically combined the 5 different rendered and inedible products directives into one document by commodity type.
4. All of Terrestrial Animal Health Division, import section activities go towards supporting domestic disease control (EFB, 1997 FB) programs, aligning with international obligations, and advancing scientific knowledge, as well as supporting market access by maintaining Canada's domestic reputation for animal health.

Safe animals. Continue work on cattle identification enforcement activities, including verification at auctions and federally and provincially inspected abattoirs that cattle are identified with an official ear tag.

Federal abattoirs operators are routinely verified in order to meet the regulatory requirements for animal identification for cattle are received bearing an approved tag.

In the 2009-10 fiscal year, a compliance rate of over 99% has been achieved in over 1265 tasks delivered at federally inspected abattoirs on cattle identification enforcement activities.

The CFIA inspection staff continues to monitor and enforce the Canadian Livestock Identification program at auctions, dead stock collectors, farms and livestock operations, feedlots, provincial abattoirs, renderers and tag distributors, where:

9758 visits were performed and 1% of visits were reported as in violation (97% of cattle tagged)

The CFIA's animal identification program has performed extensive work on:

• training material developed for the implementation of compliance verification system (CVS) in the animal identification program;
• livestock traceability data sharing agreement has been signed between CFIA and Alberta Agriculture and Rural Development
• enhanced cattle traceability system implementation plan developed

Products exported from Canada meet requirements imposed by foreign countries. Continue the provision of export-related certification services to a wide range of affected industries.

The CFIA remains committed to promote an international regulatory framework to protect Canadian exporters from discriminatory and unnecessary barriers. The CFIA also leads or participates in a number of international and bilateral agreements. Consistent with its international regulatory cooperation framework, the CFIA maintains close relations with key foreign regulatory counterparts.

The CFIA, through on-going discussions with Singapore, has negotiated a partial lift of the ban on importation of Canadian beef and now Canadian boneless beef derived from animals aged less than thirty month can be exported to Singapore. Significant progress has been achieved with Hong Kong with regards to Canadian beef trade and most of restrictions have now been lifted. On-going communication and negotiation of export conditions allows for on-going trade and the potential of new markets for Canadian exporters.

Safe feed, fertilizer, animals and food. Continue the enforcement of enhanced feed ban restrictions.

The CFIA began enforcing an initial set of feed ban regulations in 1997. At that time, these new regulatory requirements were integrated into existing inspection programs for feed and feed ingredient manufactured, distributed and used by inedible rendering plants, commercial feed mills and on farms.

In response to the detection of a native-born case of BSE in Canada in 2003, the CFIA received additional funding in 2005-06 and subsequent fiscal years to support implementation and enforcement of an enhanced feed ban regulatory framework that took effect in 2007. The impact of implementing the enhancements principally involved:

1. Increasing inspection capacity and frequency throughout the feed supply and use chain i.e. at inedible rendering plants, commercial feed mills, feed retail outlets, and farms; and
2. Implementing and administering a system of control permits and compliance inspection activities at abattoirs, dead stock collectors, landfills and other processing and disposal sites regarding the collection, transport, treatment and disposition of cattle Specified Risk Material (SRM) tissues. As part of the enhanced regulations, SRM must be segregated, identified and appropriately managed until final disposal. CFIA workload increased to include inspection oversight of SRM equipment and facilities, tracking movement at several points in the chain to final disposal or alternative use not historically subject to CFIA inspection.
3. Removing the fertilizer and supplement chains as possible SRM outlets unless specifically authorized by a permit issued under the Health of Animals Regulations. The permits are issued on a case-by-case basis and include requirements for processing the material (e.g. composting) as well as conditions for its final disposal to mitigate against any potential risks to human, animal health and the environment.

During 2009-10, the CFIA continued to verify compliance with the 2007 regulatory enhancements at rendering plants, commercial feed manufacturers, feed retail outlets, on-farm feed manufacturers and ruminant feeders as well as at meat slaughter and processing establishments, cattle dead stock collectors, transporters and receivers of SRM downers and dead stock and commercial composting and fertilizer manufacturing facilities.

Some of the major achievements are: (Feed inspection - stats to be provided at later date)

• # of facilities inspected (total and by sector)
• # of inspections (total and by facility type)
• # of compliance verification tasks assessed (total and by sector)

(SRM control)

• Renewed and issued a total of 1804 permits for the control of SRM in Canada
• Contracted services with engineers and worked with them to evaluate 4 new sites for disposal of SRM in Canada.
• Developed an ash testing protocol for incinerators permitted to receive and destroy SRM.

Confidence in Canada's animal production and food system, facilitating access to domestic and international markets. Continue the establishment and maintenance of strong relationships with trading partners, and the provision of global leadership and influence regarding international policies and standards development.

The CFIA continues to play an active and participatory role at the international level. In addition, the CFIA is contributing and influencing international science based disease control standards for BSE, which are critical components of the foundation for safe trade and the maintenance of international market confidence. On a bilateral basis this involves the invitation to trading partners for incoming technical missions to confirm first hand the integrity and implementation of Canada's inspection controls. At the multilateral level, the CFIA is maintaining the official designation as a BSE Controlled Risk country through the evaluation process of the 167 member country World Organization for Animal Health (OIE). The CFIA continues to contribute to the discussions at OIE, not only with respect to at the General Session and in revisions to the various Codes, but also with respect to having an OIE BSE reference laboratory as well as CFIA employees on a number of the OIE commissions.

Not Applicable

Not Applicable

Mitigate impact of full Specified Risk Materials removal on industry competitiveness; Enhance infrastructure in place for feed ban regulations.

Federal Spending under SRM Federal-Provincial Contribution Agreements terminated March 31, 2010. Provincial spending has been extended for 5 provinces past March 31, 2010 to ensure completion of eligible SRM projects is achieved. Over 300 SRM related projects have been undertaken across Canada with funding to support industry competitiveness and enhance infrastructure (such as composting sites and incinerators) to comply with feed ban regulations. Investments have been made in research to seek long-term value-added uses for SRM.

Not Applicable

Not Applicable

Infectious Disease Prevention and Control

Internal Services

Risks of human TSEs in Canada remain clearly defined and well controlled

• Continued comprehensive national laboratory-based surveillance for all human prion diseases in Canada.
• Resolved various potential public health issues related to individual cases of human prion disease, including suspected domestic case of variant Creutzfeldt-Jakob disease.
• Renewed mandate and support for external neuropathology reference laboratory.
• Completed internal validation study on accuracy of cerebrospinal fluid protein markers for diagnosis of sporadic Creutzfeldt-Jakob disease.
• Completed external validation study on use of Western immunoblot for detection and typing of pathological human prion proteins in brain tissue.
• Co-authored publication (led by CFIA) on molecular, biochemical and genetic characteristics of BSE in Canada.
• Continued work on development of diagnostic markers for BSE in bovine urine.
• Established linkages with national forum on Chronic Wasting Disease.

Food and Nutrition

Health Products

Health Canada program objectives for BSE and other TSEs are to:

• i) Protect consumers from exposure to BSE and TSEs;
• ii) Maintain and improve the safety, quality and availability of safe food and health products by minimizing the risks posed by BSE and TSEs;
• iii) Continue to reduce the risk of BSE and TSEs to consumers by maintaining and improving scientific capacity, and by diverting tissues of high potential infectivity away from use in food and health products;
• iv) Partnerships - Engage with the United States and the international community to encourage and facilitate the adoption of equivalent public health protection measures; and
• v) Review of master files and product licence applications which contain ingredients where the ingredients are sourced from animals and which may be susceptible to TSE.

• i) Protect consumers
  • Development of SOPs for review of medicinal ingredients and non medicinal ingredients which are at risk of containing prions;
  • Ongoing summative evaluations of BSE1 and 11.
• ii) Maintain and improve safety
  • Working group developing guidelines and policies for minimizing the risk of TSE in health products.
  • Development of internal guidance to minimize the risk of TSE in NHPs.
• iii) Maintaining and improving scientific capacity
  • Review of master files and product licence applications which contain ingredients where the ingredients are sourced from animals which are susceptible to TSE.
• iv) Partnerships / Networking
  • Ongoing work through MOA (Memorandum of Agreement) / LOU (Letter Of Understanding) / Contract : TSE Secretariat and USDA (United States Department of Agriculture);
  • Completed research project "Transmissible spongiform encephalopathy (TSE) studies in non-human primates and the implications for human health", under signed MOA between the TSE Secretariat, Food Directorate and CEA (Commissariat à l'Energie Atomique) France.
  • Completed research project "Detailed analysis of abnormal prion protein (PrPRes ) and infectivity detection in materials from cattle incubating classical or atypical bovine spongiform encephalopathy (BSE) in order to achieve a more substantiated specified risk material (SRM) definition.", under signed MOA between the Food Directorate, TSE Secretariat and Friedrich-Loeffler-Institute, Germany.
  • Completed three research projects under LOU between TSE Secretariat and Canadian Food Inspection Agency: "Infectivity studies of blood from elk and deer with clinical CWD"; "Experimental CWD and BSE in domestic cats: comparative oral transmission studies"; and "Data collection to populate the Canadian Animal Surveillance Network (CAHSN) data system with Bovine Spongiform Encephalopathy (BSE) surveillance information".
  • Completed research project "Oral Transmission and Tissue Infectivity Study for All Types of Bovine Spongiform Encephalopathy (BSE) Diagnosed in Canadian Cattle", under LOU between the Food Directorate, TSE Secretariat, and Canadian Food Inspection Agency; and
  • Research project; Assays for infectious prions and PrP-Sc in the milk of scrapie-infected goats.
• v) Review
  • Continued to review master files and product licence applications which contain ingredients where the ingredients are sourced from animals and which may be susceptible to TSE. As part of the risk assessment, every review requires an assessment for animal sourced ingredients. During this time period, approximately 99 new and generic drug submissions were reviewed along with 531 Notifiable Change Applications. A percentage of these reviews were contracted out for review
• Other (accountability):
  • Completed development of a joint CFIA-HC-PHAC logic model for BSE III, lead by the Branch and Department to meet the BSE III Treasury Board submission requirements.
  • Ongoing performance evaluation and logic model updating of BSE III started and lead at the Branch and Department level.
  • The BSE evaluation was originally planned to be conducted in 2009-10, but was delayed until 2010-2011 because of the one-year extension of funding. No money was spent.

Not Applicable

Not Applicable

Regulatory amendments based on full consultation (FPT, Aboriginal Groups, & WTO); Initiation of discussion on FPT MOUs on Emergency Response & delineation of Domestic Disease Control zones;

Priority policies and procedures required to enforce revised regulations; NAAHP integration into priority IMIT systems (SIMS, AIRS, ICTS, IPS, CEMRS) & linkage to DFO LIMS; and

Training modules for key NAAHP implementation activities.

In December 2009, changes were proposed in Canada Gazette, Part 1 to the Health of Animals Regulations to require import permitting for aquatic animals and their products that represent a disease risk. The 75-day comment period closed March 7, 2010. Reportable Disease Regulations are expected to coincide with Health of Animals regulatory amendments;

Commenced discussions with FPT on Emergency Response and completed the planning of a Simulation Exercise to be delivered in 2010/2011;

Completed priority policies and procedures required to enforce revised regulations. They include Hazard specific plans and Functional plans, Initial Site Inspection Standard Operating Procedures, Import permit policy framework, Export policy framework and Surveillance framework;

Initiated project and planning requirements for NAAHP integration into IMIT systems and linkage to DFO LIMS for implementation by the end of next fiscal year; and

Completed Five (5) National Training Initiatives Submissions pertaining to overview of the NAAHP, Disease Control and Contingency Planning, Import/Export and Surveillance activities for implementation in 2010/2011.

1. Diagnostic tests validated to OIE requirements
2. Operational Laboratory Information Management System (LIMS)
3. Amendment of the Fish Health Protection Regulations (FHPR)
4. Capacity for diagnostic testing

Name of Program: National Aquatic Animal Health Laboratory System (NAAHLS)

1. Continued to develop and validate diagnostic tests required to support NAAHP program activities. Laboratory standards and tracking systems meet international requirements for audit/challenge of export certificates and/or import controls – International Standards. Priority disease list established collaboratively with CFIA. DFO will complete the validation of all 35 priority diseases by 2013-2014.
2. Continued development of the LIMS in accordance with the International Standards Organization (ISO) 17025 (17025 is the main standard used by testing and calibration laboratories).
3. Worked collaboratively with CFIA on a transition framework moving regulatory authority from the FHPR to the amended HAR. This will be a two phase process. Phase One: remove from the authorities for FHPR, International Import /Export to avoid regulatory duplication and overlap with the authorities under amended Health of Animals Regulations (HAR).Phase two: The CFIA led Facility Recognition Program will replace the FHPR. When Phase two is complete the FHPR will be rescinded.
4. In collaboration with CFIA, continued to establish a network of third party testing laboratories in support of NAAHP program activities.

Food Safety and Nutrition Risks

Internal Services

Hire additional inspection staff in ready to eat (RTE) meat facilities to deliver new inspection activities.

The Government has made funds available to hire 170 new full-time inspectors, over three years, dedicated to food safety. Budget 2010 committed an additional $13 million to CFIA to increase inspection capacity for meat and poultry processing facilities. As of June 15, 2010, the CFIA has hired 59 inspectors. The hiring of inspectors will continue on a priority basis.

Food Safety and Nutrition Risks

Internal Services

CFIA has developed and approved a new National Training Plan for meat processing inspectors. The Plan specifies 29 weeks of blended training (self-study, e-learning, coaching, instructor-led) for meat processing inspectors, and focuses on developing a new course curriculum and the continuous training of new and existing inspectors. The first round of inspector training using the new curriculum began in April 2010, and will be completed in the fall. Training plans for meat processing inspectors will continue to be reviewed and evaluated on an annual basis, in keeping with available resources. Moreover, a national assessment of training needs related to the delivery of the CVS has been completed.

Food Safety and Nutrition Risks

Internal Services

Where possible, the CFIA has increased the use of existing technologies such as laptops, cell phones and faster network connectivity. To make it easier for inspectors, particularly those in remote locations, to access the information they require to do their jobs, new wireless technologies have been evaluated. A pilot project was completed on April 1, 2010 to assess whether this wireless technology could enable inspectors to securely access the CFIA computer network and applications. The CFIA is reviewing the results of the pilot project to determine the impact of proceeding with this new technology and the associated costs.

Food Safety and Nutrition Risks

Internal Services

The CFIA works to review and update its programs, regulations and directives on an on-going basis. Work is also being conducted in relation to the CFIA's food safety programs delivered in the non-federally registered food sector, under the Government's Food and Consumer Safety Action Plan. Business processes are being streamlined so that manuals, including directives, are updated regularly and changes are implemented efficiently. These business processes are expected to start being phased in by March 2011.

Food Safety and Nutrition Risks

Internal Services

Improve test detection methods for Listeria and other food-borne hazards to provide greater availability and choice of testing methods for the detection of Listeria, and faster turn around time for reporting results.

CFIA has developed the capacity, through its Pulse-Field Gel Electrophoresis Center, to routinely test and then report virtually immediately to the provincial and federal PulseNet Canada members when its laboratories isolate foodborne bacterial pathogens. In addition, Health Canada is working in collaboration with CFIA to improve and validate detection methods for Listeria and other hazards in food to reduce testing time and enable more rapid response during food safety investigations.

Food Safety and Nutrition Risks

Internal Services

Conduct additional Listeria testing to contribute to improved decision making.

Due to the increased volume of samples tested through CFIA's Listeria monitoring program, the Agency now provides food microbiology laboratory services seven days per week. In the past year, CFIA has increased the number of Listeria samples analyzed by its laboratories by approximately sixty percent.

Food Safety and Nutrition Risks

Internal Services

Develop and maintain a Government of Canada food safety portal to improve public access to integrated Government of Canada food safety information.

On February 25, 2010, the CFIA launched a Government of Canada online food safety portal website that offers a one-stop approach to food safety and foodborne illness information (www.foodsafety.gc.ca) and has links to HC, PHAC and CFIA websites. To raise awareness of the food safety portal, CFIA sent out a social media news release which enables a wide range of social media book marking and tagging options to be applied to the conventional news release. To promote the food safety portal, and to raise awareness of safe food handling practices and recall procedures, CFIA has prepared an exhibits strategy which will see the Agency participate in six food-related events between May 2010 and March 2011.

Strengthen Public Health Capacity

National public health tools and platforms.

PHAC is working on a pan-Canadian surveillance system. It is initiating plans for a pilot implementation of the Panorama system, funded by Canada Health Infoway, in order to test the feasibility of using the system for managing multi-jurisdictional outbreaks of foodborne illnesses. Pilot testing will include an investigation of the feasibility of integration with existing alerting systems such as the Canadian Integrated Outbreak Surveillance Centre (CIOSC).

Infectious Disease Prevention and Control

Strengthened laboratory diagnostic tools and networking tools.

Next-generation laboratory methods are being implemented within PulseNet Canada, which is coordinated by PHAC and represents a network between provincial public health laboratories and federal laboratories (including those of PHAC, CFIA and HC). The goal of the network is to share the information relating to genetic fingerprinting tests to allow for real-time identification, communication and response to clusters of foodborne illness. New experimental approaches to characterize bacterial pathogens have been developed within Canada and the PulseNet International member laboratories. These approaches have been evaluated and are now implemented for selected pathogens. In particular, responses to outbreaks related to pathogens E. coli, Salmonella and Listeria have benefited by utilizing these new technologies.

Infectious Disease Prevention and Control

Modernize and exercise the FIORP.

A revised draft of the Foodborne Illness Outbreak Response Protocol (FIORP) was developed by HC, CFIA and PHAC and was shared with the provinces and territories (P/Ts) in February 2010. The revised protocol includes clarified roles and responsibilities of food safety partners, as well as guidelines for information sharing during foodborne illness investigations. P/T health and agriculture ADMs are finalizing their input on the revised FIORP, with a view to endorsing the document in the spring of 2010.

Infectious Disease Prevention and Control

Emergency Preparedness and Response

Foodborne, Waterborne and Zoonotic Diseases

Emergency Response

Develop an operational framework that provides procedures and guidance to the Health Portfolio for the coordination and management of foodborne illness emergencies.

PHAC, in consultation with HC and CFIA, is developing an Incident Command Structure (ICS) to improve coordination and capacity among food safety partners during foodborne illness outbreaks, and is refining and implementing this emergency response mechanism to better prepare and respond to potential foodborne illness outbreaks. Integration with CFIA's Emergency Management System is underway and will be assessed in 2010.

Strengthen Public Health Capacity

Building Public Health Human Resource Capacity

Pilot test a surge capacity model of qualified public health experts.

PHAC has established a secretariat office to coordinate its surge capacity under the FIORP. The purpose of this office is to ensure that PHAC is positioned to assign qualified individuals needed to effectively manage and respond to multi-jurisdictional outbreaks. The Agency has completed a skills survey of its staff that identifies qualified individuals who could be assigned in these circumstances.

Infectious Disease Prevention and Control

Foodborne, Waterborne and Zoonotic Diseases

Develop and implement a multi-faceted risk communications plan.

PHAC is developing a comprehensive risk communications strategy that will guide how the Agency communicates to Canadians during a national foodborne illness outbreak. The strategy includes plans for communicating with the public and at-risk populations using a variety of traditional and innovative formats, including social media networks, the newly launched food safety portal, and audio-video webcasts by the Chief Public Health Officer of Canada. PHAC also collaborates with Health Canada to ensure that the Agency's information for Canadians during a national outbreak flows consistently from Health Canada's pre-outbreak food safety advice.

Food and Nutrition

Build Health Risk Assessment Capacity

• Improved detection method for Listeria developed and validated to decrease the time required for the isolation of L. monocytogenes.
• Proof of Concept for the lab-on-a-chip platform for the detection of foodborne pathogens, targeting Listeria monocytogenes (results in 48hr instead of current 10 days) for the first application.
• Establishment of criteria and processes to identify priority microbial methods for validation, by Health Canada and the CFIA.

• Method developed for detection of L. monocytogenes in 3-5 days instead of 10 days. Method Validation Initiated.
• Collaboration initiated with the National Research Council of Canada to demonstrate the proof of concept (POC) for the lab-on-a-chip platform.

Food and Nutrition

Improve test detection methods for Listeria and other foodborne hazards

• Begin to set criteria to prioritize and fast track approvals of food safety interventions with proven health benefits.
• Strengthen health risk assessment capacity to provide 24/7 coverage and enhance surge capacity preparedness.

• Drafting of guidelines initiated to set criteria to prioritize and fast track approvals of food safety interventions with proven health benefits.
• Additional FTE's hired to conduct Health Risk Assessments (HRAs) for responding to CFIA.
• Established 24/7 emergency contact for CFIA to conduct after hours HRAs and enhanced response capacity to address CFIA requests.
• All HRAs on Food chemical and microbiological safety incidents, conducted at the request of the CFIA were delivered within service standards or shorter.

Internal Services

Social Marketing Strategy

Sport Hosting Program

2010 FS

$9.8M Salary and Operations

$10.792M Venue Construction

$26.47M Paralympic Operations

$0M
Operating Trust Legacy Grant

Positive domestic and international exposure.

Canada has established sport, social and cultural legacies.

According to the survey,  the most positive impact would be seen on tourism (92%), on national pride (88%) and on Canada’s image abroad (85%).  The survey results related to pride demonstrate that hosting the Games has a meaningful impact on how Canadians feel about the connection they have to their country.  The majority of the respondents (73%) were able to correctly identify the Government of Canada’s role in hosting the 2010 Winter Games (i.e., as a key financial contributor and the provider of services such as security and customs). The complete results of this study were available to the public in August 2010. A post-Games survey of the awareness and overall perception of the impact of the Games was conducted in May 2010 and the results will be available to the public during the fall of 2010.  

Canadians had opportunities to be engaged in outreach events and activities related to the 2010 Winter Games and organized by the 2010 FS.  More than half-a-million people—40% of them from other countries—visited the Canada 2010 website developed by the 2010 FS. The website helped increase awareness and understanding of Canada's 2010 priorities. The website will be archived by Library and Archives of Canada to ensure it remains part of our national memory of the Games.

provided with information related to the Games, the role of the Government of Canada, and the benefits and opportunities of being the Host Country.

All contribution agreements managed by the 2010 FS enabling various organizations to deliver benefits were in place in a timely manner.
 
Sport legacy: In all, five new, state-of-the-art competition venues were built: the Richmond Olympic Oval; Whistler Olympic Park/Whistler Paralympic Park; the Whistler Sliding Centre; Vancouver Olympic Centre/Vancouver Paralympic Centre; and UBC Thunderbird Arena. Four existing facilities were given major upgrades: Cypress Mountain; the Pacific Coliseum; Whistler Creekside; and BC Place. In addition, five new, non-competition venues were constructed, including the Olympic and Paralympic Villages in Vancouver and Whistler; the Whistler Athlete Centre; and two new community centres that served as training facilities during the Games.

The Translation Bureau provided translation services to help VANOC offer quality communications in both of Canada's official languages.

To provide efficient translation services, the Bureau set up three separate translation centres with their own mandate across the country to work in partnership with VANOC:

1. The Gatineau Translation Centre was specialized in translating and daily updating some 4500 biographies of athletes and trainers, as well as texts describing the achievements of the Olympic and Paralympic Games teams, all of which were intended for the international press and for publication on the Web.
2. The Vancouver Translation Centre, located in downtown Vancouver and in VANOC's headquarters, set up two separate teams. The first team was asked to translate documents for internal and external audiences and the second team was dedicated to the media centre.
3. The Quebec Translation Centre translated a variety of texts for the Games. The Quebec Centre took care of everything falling outside the other centres' range of tasks.

In addition to meeting the professional standards of the Translation Bureau and the language industry, all mutually agreed deadlines were met and 100% of biographies were translated and updated within the agreed-upon timeline.

1) Celebration and Commemoration Program (CCP)
and  Cultural Spaces Canada (CSC)

1) $17.05M (celebration sites)

1) $9.3M (CCP)

$9.0M
(CSC)

1) Canadians have access to information related to 2010 Winter Games related activities;
Canadians have opportunities to participate in 2010 Winter Games related activities

1) Whistler and Vancouver Live Sites: Canadians and all visitors had free access to physical infrastructure at the Whistler and Vancouver Live Sites to share the Winter Olympic and Paralympic Games and artistic experiences. Construction of Live Sites was completed and sites were functional for the 2010 Olympic and Paralympic Games in accordance with the respective contribution agreements. The public had the opportunity to meet athletes, enjoy shows from local, Canadian and international performers, follow media coverage of the competitions and watch the Opening Ceremony on a large screen.  During the Olympic Games, the attendance at the celebration sites in Vancouver was estimated at 550,000 and the attendance at the Whistler celebration site was estimated at 680,000 people.

$24.5M (Torch Relays)

$23.3M

Olympic and Paralympic Torch Relays: The Department of Canadian Heritage, through the CCP, provided grants to 189 celebration communities to support local community celebrations. In addition, the Department also supported 96 youth-oriented projects with an Olympic theme that gave young Canadians an opportunity to express their creativity and energy.
 
The participation in the Olympic and Paralympic Relay celebrations was estimated at approximately 1.5 million people. 1,036 communities were visited (of which 119 were Aboriginal) and played host to the relays. 189 commemorative plaques were presented to the host city mayors as a legacy piece commemorating the official community celebration of the Olympic Torch Relay.

$0.4M

Canada CODE: CODE was the on-line home of distinctive and engaging digital programming including digital art exhibitions, digital shorts by Canadian filmmakers, as well as a portal through which users could experience live interactive art and cutting-edge music taking place during the Cultural Olympiad. Another initiative of CODE— called “Canada CODE” and a first for Canada and the Olympics—let Canadians take part on-line in a joint creative project by uploading their own photos and stories of their daily lives. The Canada CODE project, supported by the Department of Canadian Heritage, also connected Canadians from coast-to-coast-to coast during the relays. Communities had the opportunity to share their experience and excitement. Approximately 1 million people viewed the Canada CODE content on public screens. Every part of the country participated in the creation of Canada CODE with more than 10,000 contributions from people ages 7 to 78.

$17.4M

Supporting the Opening Ceremonies: The Department of Canadian Heritage supported the Vancouver 2010 Olympic Opening Ceremony which showcased Canadian talent and Canada’s culture and history. The Opening Ceremony was the most-watched television event in Canadian history to date, and drew 13.3 million Canadian viewers.

$0.9M
(Victory Medal Ceremonies)
(new funding)

$0.2M

Victory Medal Ceremonies: Seven provinces/territories received financial support to ensure French programming and performances at the pre-event of the Victory Medal Ceremonies.  Media coverage and reports received indicate a very high level of enthusiasm, participation and satisfaction from Canadians.

2) Aboriginal Peoples Program

2) $0.4M
(Four Host First Nations Coordination)

2) $0.4M

2) Aboriginal languages and cultures are shared with the world

Aboriginal people received broadcast of the 2010 Winter Olympics Games in Aboriginal languages

2) 317 Aboriginal youth (24 Inuit, 24 Métis and 269 First Nations) from across Canada participated in cultural and language elements. Number of participants was lower than anticipated due to availability of youth.

The sport events were broadcast in 8 different Aboriginal languages. APTN broadcasted more than 200 hours of the 2010 Winter Games.

3) Canada Pavilion (new funding)

3) $10.4M
(new funding)

3) $9.9M

3) Canadian and international visitors have access to information on Canadian sport excellence and innovation, and the Government of Canada’s contribution to the Games.  Content and programming will highlight Canada’s tourism opportunities to visitors from all over the world, and reflect Canada’s cultural richness, our country’s two official languages, and our regional diversity.

3) In September 2009, the Minister of State (Sport), announced $10 million for a Canada Pavilion at the 2010 Winter Games.
The Canada Pavilion was open to the public during the Games, starting on February 13 and ending on March 21, 2010. Located in Vancouver’s LiveCity Downtown celebration site, the Pavilion also served as a venue for Government of Canada departments/agencies’ events and activities. Over the course of the Olympic and Paralympic Winter Games, the Canada Pavilion received a total of 137,163 visitors. Multiple videos, games, exhibits and events supported the Pavilion’s theme of “Excellence in Canadian Sport” in a focused and consistent fashion and portrayed Canada’s regional, cultural and linguistic diversity.

4) $1.75M
(new funding)

4) $0.4M

4) Athletes' successes are celebrated

4) The athlete tribute was held on April 22, 2010 in the House of Commons. Participation:
Olympic athletes: 94
Olympic coaches: 24
Paralympic athletes: 29
Paralympic coaches:13
Sport leaders: 15

5) Contribution to a lasting  positive impression of  Canada as a capable host

$9.9M (Includes 2009 + January-March 2010). Note: this total includes additional partnership funding.

Relationships built with key 2010 media partners

Continued growth of tourism export revenues for Canada

The advertisement equivalency value from January to June 2009 was $9M.

 $83.3M (print only) for 2009.
 
The advertisement equivalency value for January-March 2010 was $784,262,912. 

Tourism export revenues are provided on an annual basis by Statistics Canada.  The preliminary result from January to December 2009 was $14.2 billion.

Total

Invest in Canada Bureau: Global Business Leaders Initiative

Office of Protocol

$1.53M

$0.567M

Increased global awareness of Canada’s brand profile and investment advantages

Investment stakeholders in Canada benefit from face-to-face networking and relationship-building opportunities with new and existing investment prospects

Essential protocol services are provided to Heads of State/Government in a timely manner during the Olympic and Paralympic Winter Games so that Canada fulfills its international obligations

Over 100 foreign companies/officials heard testimonials and received marketing material on Canada.  33 top international business executives took part in the program.

The Global Business Leaders’ Day successfully engaged 115 foreign investor prospects, senior executives from multinational companies currently invested in Canada, Canadian business leaders as well as key government leaders. The event which was held in association with the Financial Times (FT) also reached global business executives through seven event notifications placed in the North American edition of the FT newspaper reaching 462,000 influential, elite readers in the US and banner ads on FT.com which generated over 2.5 million impressions. The Global Business Leaders Day was the only investment outreach event that engaged all provincial and territorial investment promotion partners to present a coherent and cohesive Canada Brand to business audiences during the Games. Overall, 47 government dignitaries and officials attended including: three Canadian federal ministers; the Premier of British Columbia; the US Ambassador to Canada; eight provincial ministers responsible for trade, investment, industry, finance, and/or intergovernmental relations; and several deputy ministers from the provinces and territories, C-level executives from regional economic development agencies, and other senior officials.

The Office of the Minister for International Trade held 18 one-on-one meetings with potential investors; created networking opportunities in suites; and reached out to international companies through site visits.

Provinces were engaged through co-operative sharing of contacts engagement at events and cross development of leads/contacts.

Global business leaders were successfully reached through visibility initiatives including:
(a) A high-impact, 8 week campaign targeting business travelers at 12 major international airports in key financial/business capitals around the world.(b) A Banner Program for federal properties in three prominent business locations in Vancouver and five posts abroad. (c) Branding videos (Canada - We Take Care of Business) were screened at Olympic Winter Games venues and at all Invest in Canada business outreach events during Games-time.(d) 25 investment-focused Olympic countdown events were held in 15 priority investor markets engaging over 1,700 business guests, dignitaries and media. 

The National Courtesy Clearance Program processed over 160 clearances, and met all deadlines in a timely manner. A total of 1,579 people were processed during the Olympic and Paralympic Games (39 Heads of State/Government, 2 Vice-Presidents, 1 Premier, 55 Ministers, 4 Deputy Prime Ministers, 1 head of an international organization, 24 other dignitaries during Olympic Games and accompanying delegation members).

DFAIT Protocol fulfilled its international obligations which met the expectations of high level visitors as well as those of VANOC and the International Olympic Committee (IOC) as set out in the “Host City Contract.”

39 Heads of State/Government received courtesy clearances.
13 Heads of State/Government received protocol services under the Protocol mandate.

Two companies were hired through a bidding process (RFP) to provide local transportation and support those needs not offered by either RCMP or VANOC.

The Prime Minister met the United States Vice President, the Netherlands Prime Minister and the Secretary General of the Francophonie. The Minister of National Defence met the Minister of Foreign Affairs of Finland.

The Office of the Minister of International Trade met the President of Estonia, the Prime Minister of Latvia, the Deputy Prime Minister of Russia and the Minister of Foreign Affairs of Slovakia. All of those mentioned above were offered modest hospitality.

The Chief of Protocol received positive feedback from the diplomatic community on the services that were rendered during the Olympic and Paralympic Games. Both obligations were met and fulfilled in a timely manner. The Prime Minister and the Governor General jointly hosted receptions for both the domestic and international high level dignitaries attending the Olympic and Paralympic Games Opening Ceremonies. There was excellent collaboration with both British Columbia and Manitoba Protocol, VANOC, the Cities of Vancouver, Whistler and Richmond, the 2010 FS, RCMP, HC and the first ever collaboration with the Four Host First Nations (FHFN) as a full partner.

DFAIT established a strong partnership to deliver seamless coordination of protocol services delivery.

Immediate outcomes: Successful delivery of mandated essential federal services

N/A
The Temporary Foreign Workers Program (TFWP) has not received funding through this mechanism to support its Olympic Process

N/A
The TFWP has not received funding through this mechanism to support its Olympic Process

An end-to-end process to facilitate the entrance of temporary foreign workers, when warranted, for employers to support the 2010 Games was developed and implemented.

Updates to HRSDC and CIC websites were made in 2009 to reflect policy changes related to the entry of foreign nationals to work in Canada during the 2010 Winter Games.

Service standards:

• 98.4 % of Primary Workforce Opinion (PWO) applications were approved within 10 business days and 100% of PWO letters were issued within 2 business days.
• Secondary Workforce Opinion (SWO) applications were processed in a timely manner.

Processing and outreach results as of April 1, 2010:

• 116 outreach sessions held for 1,672 employers and sponsors;
• 1,263 PWO applications confirmed for 2,965 positions; and
• 51 SWO applications confirmed for 241 positions.

TB support:
$1.275M

$1.757M

Response capability and access to health services are of a high standard

HC developed a protocol for carrying out an Operational Readiness Assessment for the Physical Emergency Preparedness and Response (PEPR) Vancouver Operation in preparation for the Games. Teams were equipped, completed joint operational exercises were completed (TPOF and GOLD) and training of officers began in the third quarter of   2009-2010. Employee Assistance Services (EAS) had employees and mental health professional on site ready to respond when required/requested. There was no request for EAS’ assistance in BC. EAS successfully delivered support as requested in the National Capital Region (NCR).

Two teams were deployed as per the Concept of Operations.  The teams were deployed with the Vancouver Fire and Rescue Service Hazmat team. PEPR was available to provide input 24/7 to requests. There were no incidents to respond to.

$0.200M

$0.304M

Internationally Protected Persons (IPPs) health contingency needs are met

The medical and health needs of IPPs and their family members were met at 100%. Enough professionals, equipment, supplies and ambulances were available to meet needs.

$0.200M

$0.180M

Ensure that all conveyances are meeting recommended public health standards or guidelines

Two Environmental Health Officers (EHOs) worked full time in Vancouver Airport to provide assistance to the local team when needed.  The local Environmental Health Manager (EHM) was on-call 24/7. Cleaning and Disinfection Guidance documents were sent to the conveyance operators in November 2009. Conveyance operators were notified individually to contact the EHM directly to report any unusual public health activities. Daily reports were received from the Province through the Provincial Surveillance System. The systems did not pick up any increase of communicable disease (including H1N1) in Canada during the Olympic period.

Ensured standard operating procedures (SOPs), infrastructure and operational capacity for 24/7 activation of the Health Portfolio Emergency Operations Centre (EOC) and Health Portfolio Regional Operation and Coordination Centre (ROCC) in BC

Augmented capacity to respond to the increase in passenger load at ports of entry in Canada.

Federal public health communications strategy during the 2010 Games

Public Health Mass Gathering Plan and 2010 Annex

Forward Assessment Team on site during the 2010 Games and Health Emergency Response Teams (HERT) ready to be deployed during the 2010 Games

Following the H1N1 response, a series of lessons learned and after action reviews were conducted to identify required changes and augmentations to SOPs and EOC-related documents.  

Based on lessons learned, an Information Management Policy was developed, staff were trained on its use and it was implemented.  Information related to the 2010 Games was stored on TeamWorks and archived following the Games.

Emergency Preparedness and Response (EPR) training was delivered to BC and Winnipeg regional staff as well as NCR staff.

The BC ROCC was activated 24/7 to Level 2 from February 3, 2010 to March 21, 2010 and the Health Portfolio EOC was activated at a Level 2 from February 3, 2010 to March 21, 2010.  The National Microbiological Laboratory Operations Centre (NML OC) was activated 24/7 from January 4, 2010 to March 29, 2010. These activations were preceded by extensive planning, training, collaboration with regional stakeholders and participation in Exercises Bronze, Silver and Gold.

Additional quarantine staff from other Quarantine Stations enabled the program to respond to the additional need of support from stakeholders and the increase in passenger load at ports of entry in BC.

The 2010 Winter Games Communication Framework was developed, as well as detailed media relations, e-communications, health promotion and internal communications plans. Some of the activities in these plans, such as the launch of a portfolio 2010 Winter Games website, development of a speech module/key messages/good news story regarding healthy living, the identification of potential Ministerial opportunities around the Torch Relay, development of messages for staff promoting healthy living, and  provincial partnerships were completed. An evergreen media lines package was developed. PHAC communications support requirements for the Health Portfolio EOC and ROCC were identified and filled.

The Health Portfolio Mass Gathering Public Health Plan for 2010 Vancouver Olympic and Paralympic Winter Games was successfully approved and implemented during this event.

A $1M PHAC grant to VANOC supported staffing, training and operation of a Mobile Medical Unit which served as an Emergency Room and critical care unit.  Twenty-one physicians, nurses and respiratory therapists from the Agency’s HERT were part of the medical team that staffed the unit for 60 days.

The ROCC served as the hub of the portfolio’s emergency response activities, and acted as an information conduit; monitored portfolio-related events; provided situational awareness to the other operations centres; liaised with key regional contacts such as the BC Centre of Disease Control, Public Safety Canada, Vancouver Coastal Health, and VANOC; and coordinated routine activities.

All necessary infrastructure and supporting technologies were developed and implemented well before the Opening Ceremonies. Completion of the monitoring network occurred in the third quarter of 2009-2010 and was fully operational including Whistler radar and Squamish Wind Profiler. A secondary network of more scientific, research-oriented instruments operated in tandem with the basic network before and during the Games.

New 2010 public weather services were prototyped using EC’s popular web site http://www.weatheroffice.
ec.gc.ca including venue forecasts, street level forecasts and weather vignettes for media. Many of the vignettes were made available on YouTube, as were daily weather briefings in both official languages.  Weather support was provided for the cross-Canada Olympic Torch Relay.

More than 99% of weather observations were delivered on time, as the monitoring system in place demonstrated. All forecasts were delivered on time during the 2010 Games. Forecasts were used proactively to alter the Games competition schedule, sometimes days in advance of originally planned events. This is by far the most extensive use of weather forecasts by any Olympic Games.

Routine and specialized weather services were made available to Federal Essential Services agencies both prior to and at Games time including easy access to sophisticated weather modeling and forecasts for security and environmental emergency response.

Canada's natural capital is restored, conserved and enhanced

Canadians adopt approaches that ensure the sustainable use and management of natural capital and working landscapes.

EC engaged in several events during the fiscal year of 2009-2010 designed to promote overall environmental sustainability and showcase Canadian innovation, technologies and best practices as well as a greater awareness of environmental sustainability initiatives associated with the 2010 Winter Games.
EC also participated in several other interdepartmental committees throughout the year related to environmental footprint reduction.

EC participated in many showcasing/public awareness events (such as EPIC 2009, National Public Service Week (NPSW) Tradeshow, Commuter Challenge, VANOC Sustainability Fair, Governexx, Transportation Fair, Sustainability Challenge, and others).  These events enabled EC to reach a wide audience within the public service as well as the general public.

Several promotional materials and informational products designed to communicate sustainability messaging were created for use at the events – fact sheets, sustainability video supplemental materials, showcasing presentation slides, biodiversity informational products, etc.

Advice was provided through various committees and meetings.

EC’s coordination role expanded from sustainability to assist in the Department’s operational planning during Games time.  This included coordinating and disseminating informational resources, liaising among the various units responsible for EC’s daily operations, and preparing and coordinating briefing materials for senior management.

EC tracked and recorded efforts undertaken by Essential Federal Services departments to reduce their Games-related environmental footprint in support of the Government of Canada’s commitments to the sustainability of the Games.

EC participated as a member of the Technical Committee on Sustainable Events to develop a draft Canadian Standards Association standard for public review.

The 2010 Greening Government Toolkit was launched.  A regional pilot project was designed to assist employees in greening government operations.

An event was hosted for approximately 35 public service employees, representing over 20 departments.
Presentations on the 2010 Greening Government Toolkit were done for the national PWGSC Sustainable Development Strategy committee, 60 employees at INAC’s Dispute Resolution Sector during Environment Week, the FS Open House during NPSW, the Governexx conference as well as departmental lunch and learn events.  EC also worked with a regional interdepartmental group to produce and disseminate a newsletter to approximately 30 departments and agencies in the region promoting the toolkit and resulting success stories. 

EC financially supported and contributed to the creation of the Vancouver 2010 Sustainability Journey.  The VANOC-led initiative developed an animated video to help tell the sustainability story of the Games.  Promotional materials were also created to supplement the Vancouver 2010 Sustainability Journey.  EC produced specially adapted versions (voice-over and text overlay on two separate themes) of the animated “Vancouver 2010 Sustainability Journey” video. Videos were made available to the public via YouTube (www.YouTube.com/Environmentcan).  Specially adapted “Vancouver 2010 Sustainability Journey” videos were featured within the Canada Pavilion during the Games, and were also widely disseminated through federal government channels, shown at Service Canada and others. 

EC partnered with VANOC, the United Nation Environment Programme and other Games partners on a “Do Your Part” video contest aimed towards youth.  The Minister of the Environment also attended and delivered a short speech at the recognition event. 

Public education and outreach materials were developed in an attempt to link the environmental protection efforts made during the 2010 Winter Games venue development to promote 2010, the International Year of Biodiversity.  Six Biodiversity Profiles were created as annexes to the interactive Urban and Nature BioKits developed by EC's Biosphere to highlight the biodiversity found near several of the major 2010 Winter Games venues.  These profiles were created for the Richmond Skating Oval, UBC Thunderbird Arena, Vancouver Olympic and Paralympic Village, Cypress Mountain, Whistler Olympic Park, and Whistler Creekside and Sliding Centre.  The Biodiversity Profiles were distributed through Natural Resources Canada's (NRCan) Geological Survey of Canada storefront on Robson Street, and are now posted on the EC BioKit webpage.  The profiles are a precursor to the development of a Vancouver BioKit, to be done during 2010-2011 in conjunction with Canadian Wildlife Service and several potential partners including Metro Vancouver, the Stanley Park Ecological Society, Bird Studies Canada, the Nature Conservancy of Canada, and TransCanada Trail.

Green Guide project development:
The 2010 Green Guide included projects situated in the Metro Vancouver region and the Sea-to-Sky corridor and will showcase leadership in sustainability on Canada's west coast, and specifically in the Metro Vancouver/Sea-to-Sky area. The 2010 Green Guide will provide visitors and residents with an updated, interactive compendium of "best practice" case studies of green buildings and related developments and technology that are both educational and inspirational. The accompanying website was launched: www.seatoskygreenguide.ca.
The bilingual Sea-to-Sky Green Guide map and website were showcased as part of the Sustainable Legacies booth at GLOBE 2010, Canada’s largest international conference and trade show dedicated to the business of the environment.

In the final quarter of fiscal 2009-2010, environmental sustainability of the 2010 Games was promoted through 6 high profile events and activities during and after the Games. There were two IOC Observer Program presentations, two Ministerial announcements (carbon offsetting, youth video contest), the Sustainability Video at the Canada Pavilion, and a booth at GLOBE 2010. The Games resulted in expanded reach and scope due to increases in website traffic and public awareness from these events.

EC partnered with DFAIT, NRCan and TC on a 2010 Sustainability exhibit at GLOBE 2010.  The booth highlighted the Government of Canada’s contributions to the 2010 Winter Games legacies in sustainable building, sustainable transportation, environmental footprint reduction, and environmental awareness and engagement.  Approximately 350 visitors directly engaged with booth staff (they either picked up some of the handout material or spoke with the booth staff).  The booth showcased all the previously developed sustainability products as well as new products developed for the event.

Efficient and effective environmental assessments

All environmental assessments previously were completed as required.
No follow-up activities were requested during 2009-2010.

$0.6M

Environmental assessment work conducted as required.

Contraventions Act Fund

Result for the 2008–2013 Roadmap:

The negotiation of agreements is very detailed and requires strong collaboration with provincial and territorial governments.
Negotiations with the Government of Newfoundland and Labrador advanced in 2009-2010. However, given a change of staff in NFL, an agreement was not signed in 2009-2010, but should be in place in fiscal year 2010-2011. 
Negotiations have been ongoing with the Government of Prince Edward Island to amend the current agreement to include new provisions that will increase the PEI’s capacity to offer judicial and extrajudicial services in both official languages.

Initiative of support to access to justice in both languages (new component: justice training)

Result for the 2008–2013 Roadmap:

Training priorities established following results of the nationwide needs analysis on training needs in both official languages in the area of justice.

Coordination mechanism related to training is created and functional.

Eight financial agreements concluded in terms of core funding from the Support Fund.

30% of financed projects will focus on awareness or knowledge.

35% of projects will have other sources of funding (other than from the Department).

Five projects will fall under the training component.

The Department held an Access to Justice in Both Official Languages Sub-Committee meeting in November 2009. The objective of the meeting was to enable participants to generate ideas for potential partnerships to develop projects in line with the findings of the Canada- wide Analysis of Official Language Training Needs in the area of Justice.

The coordination mechanism related to training is in place and operational (Comité des sages).

The Department continued to provide financial support to the Fédération des associations de juristes d’expression française de common law and its seven member associations.

50% of the projects funded under the Support Fund dealt with issues related to legal information.

75% of the projects funded under the Support Fund were based on partnerships.

The Department funded 33 projects that responded to the needs of official language minority communities of which 14 were related to the new Justice training component under the Access to Justice in Both Official Languages Support Fund.

Canadian Health System

Training, Networks and Access to Health Services

Results for the 2008–2013 Roadmap:

1) Increased number of health professionals to meet health service needs of OLMCs in both official languages.

2) Increased coordination and integration of health services for OLMCs within institutions and communities.

3) Increased partnerships, interaction of networks in provincial, territorial health systems.

4) Increased awareness among stakeholders that networks are a focal point for addressing health concerns of OLMCs.

Elaborate a baseline study to identify gaps in information, to strengthen the database, to systematically collect baseline information on performance indicators, to serve as a reference point, and to measure change over time.

Elaborate a Program Recipient Guide to provide guidance to program applicants on the nature of program requirements.

Performance reporting templates were developed in 2009-2010 in collaboration with recipients of the Official Languages Health Contribution Program. The first draft of the baseline study was completed in June 2010 and will be further revised in 2010-2011 following receipt of reporting template data provided by program recipients for fiscal 2009-2010.

Program Recipient Guides were completed for each of the five program activity areas under the Official Languages Health Contribution Program and provided to program recipients in March 2009. The five program activity areas are :

1. Health Networking;
2. Training and Retention of Health Professionals in French-Speaking Communities;
3. Training and Retention of Health Professionals in English-Speaking Communities;
4. Cultural and French-Language Training in Francophone Minority Communities; and
5. Official Languages Health Projects.

23 contribution agreements were launched with educational institutions and community-based organizations for the engagement of new program activities to address program objectives.

965 student registrations in training programs at 11 Francophone colleges and universities outside Québec, sponsored by Consortium national de formation en santé 2009-2010.

Coordination by McGill university in Quebec, of language for training of about 1000 health professionals to effectively serve Anglophone minority communities.

New projects aimed at improving the health and health access of official language minority communities were implemented in 2009-2010. For example, a new French language telehealth site was launched in Manitoba under the sponsorship of the Société Santé en français and an initiative to improve access to health and social services in English in the Estrie region of Quebec was launched through the Community Health and Social Services Network.

Further information regarding these projects is available from the websites of Program recipients:

- Société Santé en français [http://santefrancais.ca/]

- Community Health and Social Services Network [http://www.chssn.org/]

- Consortium national de formation en santé [http://www.cnfs.net/]

McGill University [http://www.mcgill.ca/hssaccess/]

Strengthening NGOs’ means for Early Childhood Development

Result for the 2008–2013 Roadmap:

Develop tools for the implementation of the National Framework for Collaboration on Early Childhood Development to enhance the language and culture of minority Francophone communities in Canada:

- Create a directory of existing training resources for Early Childhood Development in French.

- Take an inventory of existing research in Early Childhood Development in French.

- Develop a mechanism to share information for members of the Table nationale en développement de la petite enfance francophone and their affiliate organizations in communities across Canada.

The following educational tools and products have been developed:
- an analysis of available training programs on early childhood development (EDC)
- a directory of existing ECD research in French
- 2 video clips demonstrating various concepts of early childhood and family centres
- a directory of best networking practices for professionals
- a directory of best practices to promote cultural vitality and identity construction in official language minority communities

The Commission nationale des parents francophones, the recipient of grant funding,developed a framework for data collection and a guide to help its members to elaborate a strategic plan for ECD in their respective regions.    Strategic plans have been completed in each region and plans monitoring progress made in ECD in every province.

Two forums were organized to allow parents and ECD professionals to share information.

Family Literacyⁱ

Result for the 2008–2013 Roadmap:

Initiate four research projects on the specific literacy needs of new groups such as immigrants, fathers, grand-parents, exogamous families, eligible clients, and on ways of integrating family literacy in other areas such as the workplace, sport, and theatre.

Initiate the development, testing and adaptation of six new family literacy models responding to the needs of new groups.

Initiate the development of four new promotion and awareness models for partner literacy organizations targeting new groups.

Five research projects were launched to identify 1) family literacy needs of the specific groups: new parents, grandparents, seasonal workers, exogame family and rights-holder to French education, and 2) ways to integrate family literacy in other areas such as the workplace.

The development, testing and adaptation of three new family literacy models designed to address the needs of new groups have begun.

The development of three promotional strategies to increase the awareness of literacy partner organizations about new family literacy models for specific groups has begun.

Child Care Pilot Projectⁱⁱ

Result for the 2008–2013 Roadmap:

The second of two years of preschool program delivery and research activities was completed in the six participating minority Francophone communities.

The impacts of the preschool program on the children’s readiness for schooling in French were analyzed.

Research activities to measure the children’s future achievement in school, 12 and 24 months after the end of the preschool program, have started.

Enabling Fund for Official Language Minority Communities

Results for the 2008–2013 Roadmap:

1) Contribute to synergies among Government of Canada programming relevant to OLMCs; Contribution recipients are informed and contribute to knowledge building and program/policy issues; Knowledge shared among federal partners, contribution recipients and OLMCs.

2) Program results are available to inform management and program policy issues.

3) OLMCs’ access to Government of Canada programs and services.

Sign contribution agreements with 14 organizations responsible for enhancing community economic development and human resources development within official language minority communities.

Sign new memoranda of understanding between Human Resources and Skills Development Canada, other federal departments and community partners involved in activities of both national committees in order to clarify the activities of these two committees.

Fourteen agreements were signed with the delegated organizations in the official languages minority communities, including one for each province and territory and one for the francophone network at the national level (the Réseau de développement économique et d’employabilité RDÉE Canada).

Numerous projects have been developed supporting a range of activities such as planning and partnership development in support of community economic and human resource development.  For instance, RDÉE New Brunswick has begun implementing the provincial-wide knowledge economy strategy for Acadian and Francophone communities through $13M in provincial funding.

The Enabling Fund has enabled communities to leverage resources from other levels of government and from the private and non-profit sectors. Data available from 11 of 14 agreements show that for each dollar invested by the Enabling Fund, five dollars is invested by other partners (85% in funding and 15% in-kind) for a total of more than $46 M in 2009-2010.

Recruitment and integration of immigrants

$6.77 M

For 2009–2010, CIC will continue existing activities to foster immigration to Francophone minority communities (FMCs). This period will be used to strengthen implementation of the Strategic plan to Foster Immigration to Francophone Minority Communities.

More specifically, CIC is expecting to:

- Intensify coordination and research activities among key partners (Integration).

- Inform more prospective French-speaking immigrants of immigration opportunities in Francophone Minority communities. (Recruitment and Promotion).

- Strengthen French-speaking immigrant settlement services in FMCs (Integration).

Two committees, which are co‑chaired by Citizenship and Immigration Canada (CIC) and the community, bring together our federal, provincial and territorial government partners, as well as community representatives.

1) The CIC-Francophone Minority Communities Steering Committee held a meeting on June 1, 2009. The vast majority of participants said that they were satisfied or very satisfied with the subjects covered at the meeting (over 90% were satisfied with most of the criteria). Four annual priorities were confirmed.

2) The Strategic Plan Implementation Committee also held three meetings in 2009‑2010. The three related working groups (international, social, economic) also held a total of three meetings.

One of the major results of this cooperative effort was the adoption of a common definition for community networks.

CIC is in the process of compiling information about programs offered by its partners that support the implementation of the Strategic Plan. This information will be distributed as part of our communication efforts and exchange of best practices (distribution scheduled for 2010‑2011).

As part of the March 2010 National Metropolis Conference, CIC co‑organized a working session on the role of governments, networks and community partners. This session brought together representatives from across the country and provided an opportunity for very productive discussions on best practices and partnership opportunities. The Best Practices Manual on Francophone Immigration in Canada and the Current Research Compendium on Francophone Immigration in Canada were also released at this conference.

Finally, with the help of funding from CIC, Statistics Canada published the Statistical Portrait of the French‑Speaking Immigrant Population Outside Quebec, which describes recent trends in the characteristics of French-speaking immigrants.

With regard to recruitment and promotion, Destination Canada 2009 made it possible for 79 representatives from 10 provinces and two territories and from Francophone organizations, regions and municipalities to meet over 2,200 prospective immigrants. For the first time, officers from visa offices in Abidjan, Bucharest, Damascus, Cairo, Rabat and Tunis attended the preparatory session in order to gather information on the potential for the recruitment of French-speaking immigrants in their respective regions.

CIC also provided funding for 46 information sessions in France and Belgium, four education fairs, and one media tour by six journalists from Europe and one journalist from Africa.

CIC continues to encourage the provinces and territories to designate more French‑speaking nominees under the Provincial Nominee Program (PNP).

CIC’s Francophone immigration website was updated to make information on programs for French-speaking clients more visible and easier to access.

A pilot project with the Réseau de développement économique et d’employabilité (RDÉE Canada) made it possible to develop a database of prospective French-speaking immigrants who could be matched with employers in Francophone minority communities (FMCs). Another initiative with RDÉE Canada involves the study of the needs and capacities of businesses in hiring French-speaking immigrants.

Settlement and integration services in FMCs were strengthened in 2009‑2010, and funding was granted in the form of over one hundred contribution agreements. A total of 121 direct points of service are now available across the country and are offered by Francophone organizations in 24 cities.

CIC began or consolidated the implementation of ten full‑time community networks and two part‑time networks in FMCs across the country in order to solidify and intensify efforts to integrate French-speaking immigrants economically, socially and culturally.

A pilot project in Manitoba made it possible to offer support and integration services for 50 French-speaking refugees during their first four to six weeks in the country. This project will be renewed in 2010‑2011.

With regard to language training, French Language Instruction for Newcomers to Canada (LINC) guidelines for grades 1 to 7 were released in May 2009. The new placement tests are now available to service providers in the regions. The online language training program is currently being developed and will be offered as a pilot project in the fall of 2010.

Industry Canada—FedNor

Community, Economic and Regional Development

Northern Economy

Economic Development  Initiative

Results for the 2008–2013 Roadmap:

1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.

$10.5 M

$0.89 M

Industry Canada will hold community consultations at the national level with partners.

FedNor: Expected results for 2009-2010 are to develop 30 projects with the planned funding for the same year. The emphasis will be put on community strategic planning and economic and enterprise development initiatives to foster economic development of OLMCs.

Industry Canada held two consultations meetings with Anglophone SMEs in Quebec and OLMCs SMEs through CEDEC and RDEE to gather information on issues pertaining to SMEs in OLMCs and Anglophone minority communities. National consultations will be held in September and October 2010. Socio-economic analysis based on 2006 census as well as 3 studies with partners were undertaken to collect data on OLMCs, to better understand their needs. $245,032.15 has been invested while $104,967.85 has lapsed.

Funding has been split between FedNor and FedDev, the newly created regional development agency for Southern Ontario.

FedNor: 39 projects were developed with multi-year funding totaling $1.9M. Of these, 13 projects had cash flows in 2009-2010 for a total of $345,950. Other EDI investment totaled $81,500.

FedDev: 10 projects were funded for a total of $1M on a multi-year basis. A total of $214,467 has been allocated in 2009-2010.

Indian and Northern Affairs Canada (INAC)

Note: Roadmap programming was transferred to CanNor in August 2009

INAC:  Encourage the economic development of OLMCs across the territories and will complement current economic development efforts in these communities.

CanNor:  Encourage the economic development of OLMCs across the territories and will complement current economic development efforts in these communities.

Economic Development  Initiative

Results for the 2008–2013 Roadmap:

1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.

$1.02 M

10 EDI projects underway in 2009-2010

Result 1 - Increased capacities of SMEs and communities: 5 projects: 3 projects which support capacity development and economic diversification and 2 projects which support partnership activities to promote integration of OLMCs and participation in local development.

Result 2 - Develop OLMC SMEs: 5 projects which support the development / maintenance of OLMC SMEs or capacity development

Result 3 - OLMC Community Development: there are currently no projects underway supporting OLMC development

Research and Analysis; Community Economic Planning, Development and Adjustment; Business Development and Entrepreneur-ship;        Innovation

Economic Development  Initiative

Results for the 2008–2013 Roadmap:

1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.

Improved understanding of Western Canadian economic issues, challenges, opportunities and priorities.

Communities have increased economic opportunities and capacity to respond to challenges.

Strong SMEs in Western Canada with improved capacity to remain competitive in the global marketplace.

Manitoba (CEDEM) initiative to support youth, rural diversification, and business development:
-Youth: 31 youth related businesses created/ maintained/expanded.
- Planning: 2 CED planning project completed.
- New-immigrant: 19 businesses created/ maintained/expanded with 52 jobs created.
- $8.5 M business investment in rural economy and $9.6 M in urban economy.

Place de la Francophonie 2010: 24 SMEs and NPOs participation in international event for the promotion of francophone tourism and agri-food industries, encouraged cultural tourism, and strengthened OLMC economic development.

Economic Development  Initiative

Results for the 2008–2013 Roadmap:

1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.

Number of partnerships in Atlantic Canada with groups representing OLMCs (10).

Number of projects approved (10).

Twenty partnerships were created with groups representing OLMCs in Atlantic Canada

Six projects were approved.

Support to francophone immigration in New-Brunswick

Result for the 2008–2013 Roadmap:

Number of immigration centres opened in OLMCs (2).

One center was opened in the Acadian Peninsula.

Twenty-eight awareness sessions were offered to business owners.

Minority Language Education –  
Component: Support to Minority Language Education.

Result for the 2008–2013 Roadmap:

Renew the Multilateral Protocol with the Council of Ministers of Education, Canada (CMEC) and various agreements containing action plans with the provinces and territories concerning minority  language education

Renewal of 13 various agreements on minority language education with provinces and territories and multilateral Protocol with the Council of Ministers of Education, Canada (CMEC).

All agreements were signed and effective by March 31, 2009.

Minority Language Education –
Component: Official-language Monitors

Result for the 2008–2013 Roadmap:

1) Improved access of OLMCs to a quality education in their language and milieu.

Implementation of an agreement with the CMEC for the delivery of the Odyssee (Monitors) program to support learning in minority area classrooms.

The amount of participants in the Odyssee program was maintained with 108 participants.

Minority Language Education –
Component: Summer Language Bursaries

Result for the 2008–2013 Roadmap:

1) Improved access of OLMCs to a first-rate education in their language in their milieu.

Implementation of an agreement with the CMEC for the delivery of Destination Clic (Bursary) program for young francophone’s of OLMC’s.

Community vitality –
Component: Youth Initiatives.

Result for the 2008–2013 Roadmap:

Grants and contributions for the implementation of youth projects and activities in different areas, which allows the use of the language of the minority.

Implementation of youth projects and activities that allow and promote the use of the language of the minority.

Community vitality –
Component:  Support to Official-language Minority Communities

Result for the 2008–2013 Roadmap:

Investment indicated in the Road Map has permitted the improvement of programs to create, improve and deliver activities and services intended for OLMC that promote a sense of belonging, such as investments in organizations that support French language culture and minority community medias. 

Note: The Official Languages Support Programs Branch was unable to conduct the survey planned for 2009 that would allow to measure the capacity for OLMC’s to live in their own language in their milieu. The OLSP is currently reviewing its performance measurement strategy.

Community vitality –Component: Intergovernmental Cooperation.

Result for the 2008–2013 Roadmap:

Renewal of 8 various agreements on minority-language education with provinces and territories.

The renewals of all agreements were signed and effective by March 31, 2009.

Note: The Official Languages Support Programs Branch was unable to conduct the survey planned for 2009 that would allow to measure the capacity for OLMC’s to live in their own language in their milieu. The OLSP is currently reviewing its performance measurement strategy.

Community vitality –Component: Cultural Development Funds

Results for the 2008–2013 Roadmap:

1) Increased access to provincial, territorial and municipal services in the minority language.

Investment indicated in the Road Map has permitted the implementation of 79 projects (services, activities and cultural products) fostering the development of cultural vitality in OLMC’s.

Note: The Official Languages Support Programs Branch was unable to conduct the survey planned for 2009 that would allow to measure the capacity for OLMC’s to live in their own language in their milieu. The OLSP is currently reviewing its performance measurement strategy.

Linguistic Management & Services

Language Industry Initiative

Result for the 2008–2013 Roadmap:

Launch of the Language Industry Initiative in Spring 2009.

In July 2009, the Canadian Language Sector Enhancement Program of Public Works and Government Services Canada (PWGSC) proceeded with a call for proposals of projects that aim to provide support for the development of a skilled labour force and to strengthen the capacity of the Canadian language sector.

University Scholarships Program in Translation

Result for the 2008–2013 Roadmap:

In July 2009, the Canadian Language Sector Enhancement Program of Public Works and Government Services Canada (PWGSC) proceeded with a call for proposals of projects that aim to provide support for the development of a skilled labour force and to strengthen the capacity of the Canadian language sector.

Languages Technologies Research Centre

Results for the 2008–2013 Roadmap:

1) Collaboration with key partners in the implementation of an R&D strategy responsive to industry needs.

2) Innovative tool prototypes for the support of translation, and the creation and management of multilingual and multicultural content.

Immediate result: Transfer of knowledge and technology. Implementation of a machine translation system PORTAGE in the Translation Bureau (Public Works and Government Services Canada) and, at least, in a translation firm of the private sector. Negotiation of a commercial license for machine translation technology, PORTAGE.

Immediate result: Innovative tool prototypes for the support of translation, and the creation and management of multilingual and multicultural content; running-in of the machine translation system PORTAGE.

Negotiations continued with the Translation Bureau (BtB) concerning the use of the PORTAGE statistical machine translation system at the BtB. A large Canadian private sector translation bureau conducted trials of PORTAGE; the positive results of the trials led this translation bureau to acquire a commercial licence for PORTAGE at the beginning of 2010-2011. A prototype of the Terminoweb terminology research tool was deployed at the School of Translation and Interpretation of the University of Ottawa.

Tuning of PORTAGE: improvements in the quality of the machine translations were demonstrated by the excellent results obtained in the NIST 2009 international competition. A process to estimate the confidence in the quality of a translation was developed to better integrate PORTAGE in operational environments. Terminoweb 2.0 was developed and made available on the Web. BICAT, a categorizer that can take advantage of the existence of a document in multiple languages was developed.

Language Portal of Canada

Launch of the Language Portal of Canada in Fall 2009.

Public Works and Government Services Canada developed the Language Portal of Canada, which provides all Canadians with free access to a wide range of writing resources and tools, including TERMIUM, the terminology and linguistic databank of the Government of Canada. The Portal was officially launched on October 8th, 2009 and is now accessible by all Internet users.

The Translation Bureau professionals add new content and update daily the Portal by creating new additions and revising existing content. In 2009-2010, 392 articles and headlines, 358 flash quizzes and 8 articles from contributors have been published on the Portal. Three partnership agreements with external partners have also been signed for the development of linguistic resources to add new content to the Portal.

Foundational learning

Official Languages Learning

Language retention services

Development of new technologies, methodologies and products

Expanding Universities’  Access to Language Learning

Result for the 2008–2013 Roadmap:

Second Language Education –
Component: Support to Second Language

Result for the 2008–2013 Roadmap:

1) More Canadians have a practical knowledge of both official languages.

Renew the Multilateral Protocol with the Council of Ministers of Education, Canada (CMEC) and various agreements containing action plans with the provinces and territories concerning second language learning

Renewal of 13 various agreements concerning second language education with provinces and territories and multilateral Protocol with the Council of Ministers of Education, Canada (CMEC).

The renewal of all agreements were signed and effective  by March 31, 2009

Official Languages

Second Language Education – 
Component:
Official Language Monitors

Result for the 2008–2013 Roadmap:

Second Language Education –
Component: Summer Language Bursaries

Result for the 2008–2013 Roadmap:

Official Languages

Promotion of Linguistic Duality – Component: Youth Initiatives

Result for the 2008–2013 Roadmap

Implementation of youth projects and activities that promote the use of the second-language and exposure to it.

Official Languages

CTRC Study

Results for the 2008–2013 Roadmap:

1) CRTC report is issued on the availability and quality of broadcasting services to English and French linguistic minority communities in Canada.

1) As part of the Roadmap for Canada’s Linguistic Duality, the government issued an order in council under section 15 of the Broadcasting Act requesting that the CRTC examine the availability and quality of English- and French‑language broadcasting services in Anglophone and Francophone minority communities in Canada, and that it propose measures to encourage and facilitate access to the widest range of these services.

On March 30, 2009, following a public process, the CRTC published the Report to the Governor in Council on English‑ and French‑Language Broadcasting Services in English and French Linguistic Minority Communities in Canada.

2) In its report, the CRTC concluded that official‑language minority communities have appropriate access to television services, that the Canadian Broadcasting Corporation and community radio stations play a most important role in official-language minority communities, that community reflection in the programming of the services available in the Canadian broadcasting system can be improved, and that in the medium and long term, new media represent the best solution for ensuring access to a maximum number of services and for allowing a better reflection of official‑language minority communities within the Canadian broadcasting system.

Musical Showcase Program for Artists from Official-language Communities

Result for the 2008–2013 Roadmap:

Funding agreements are in place with partners who organize showcases and finance the artists.

Music showcases are organized and presented.

Artists from OLMCs perform at these showcases.

Funding agreements signed with FACTOR and Musicaction, the third-party administrators responsible for delivering the funds to organize music showcases for artists coming from OLMC.

More than 500 music showcases were organized during regional, national and international events.

National Translation Program for Book Publishing

Result for the 2008–2013 Roadmap:

Funding is allocated to book publishers for eligible translations.
Canadian publishers produce translations of Canadian-authored books in both official languages.

Funding was allocated to book publishers for eligible translations.

61 translations of Canadian-authored books in both official languages by Canadian publishers were funded.

Accountability and Coordination Framework

Result for the 2008–2013 Roadmap:

Client-focused service delivery. 
Effective management of legal risks.

Legal opinion and advice services for federal institutions:
-42 formal opinions;
-80 email and oral opinions;
-3 framework opinions on horizontal issues.

Monitoring of media, court decisions and parliamentary activities.
Conferences and training sessions:
-1 major conference organized (on the 40th anniversary of the OLA);
-23 presentations on specific issues;
- 2 courses offered.

Tools distributed: Annotated Federal Laws, 8 Charter Checklists (sections 16 to 23), Legal Awareness Program – Official Languages Act, 4 summary reports on language rights cases, 1 memo on Picard decision to Official Language Network, 5 articles on Nguyen, Via Rail and Picard decisions in Justice publications.

Analysis of the Caldech decision and active member of the working group established to develop a legal risk strategy to implement the decision.

Accountability and Coordination Framework

Results for the 2008–2013 Roadmap:

1) The Government of Canada has official languages strategies.

2) The partners are supported in the implementation of their official languages initiatives.

3) The results of the research on official languages are communicated to the partners.

4) The Minister of Official Languages is advised on official languages files.

Support to Minister of Canadian Heritage and Official Languages and senior officials in elaborating timely documentation and in insisting on quality assurance of given information and strategic advice.

Update of the Accountability and Coordination Framework on Official Languages in collaboration with partners (synthesis of the documentation, quality of information, utility of the documentation for partners).

To facilitate the implementation of the Roadmap by organizing regular meetings of interdepartmental committees of various levels, by consulting with the partners, by coordinating the collection of information for ministerial reports, by sharing timely financial and non-financial information and by preparing the organization of a symposium on research on official languages.

Implementation of the Horizontal Results-based Management Accountability Framework (HRMAF).

Support for the Minister of Official Languages and the senior managers
The Official Languages Secretariat (OLS) coordinated the Ministerial Conference on the Canadian Francophonie (MCCF) held in September 2009. For the MCCF, the OLS developed the documentation directing strategic discussions between the Minister of Official Languages and the provincial and territorial ministers at the MCCF.

Update of the Accountability and Coordination Framework
In collaboration with the other Roadmap partners, the OLS updated the Accountability and Coordination Framework. The Framework was approved on January 28, 2010 by the Committee of Assistant Deputy Ministers on Official Languages. The document as well as a communication strategy are currently in the approval process.

Coordination of the committees
As part of the Roadmap’s implementation of the Horizontal Results-based Management and Accountability Framework (HRMAF), the OLS continued to coordinate meetings for the CADMOL and its support committees (IPC, IMCOLP and CCOLR).
In order to focus on more strategic discussions and act more like a steering committee, the CADMOL entrusted its support committees (IPC, CCOLR, IMCOLP) with the role of achieving some of its priorities, such as developing the HRMAF public document, reviewing the Accountability and Coordination Framework and language clauses, following up on language litigation such as CALDECH, Via Rail, the Caron case, etc.

Coordination of the interdepartmental committees ensures that the Roadmap is implemented effectively.

The significance of the Roadmap’s implementation and the Government of Canada’s commitment to the official languages were key themes of the 40th anniversary celebration of the Official Languages Act in 2009.

Development of the HRMAF public document
In collaboration with the Roadmap’s partners, the OLS developed the HRMAF public document, which presents the structure of the Roadmap’s activities, results and governance, as well as the strategies established to measure, assess and account for results throughout the horizontal initiative’s life cycle.

Policy Direction. Partnerships and Integration Program

Integrity and Sustainability Program

Centre of excellence

Result for the 2008–2013 Roadmap:

Simplified, updated and restructured official languages policy instruments to allow deputy heads to better discharge their responsibilities regarding the implementation of the Official Languages Act.

An interpretation service for policy instruments made available to institutions subject to the Official Languages Act.

Support reviewing the policy instruments of other policy centres for everything regarding official languages.

Support, opinion and advice provided to institutions subject to the Official Languages Act to better assist them in applying the provisions of the relevant policy instruments.

Information sessions and workshops offered to federal institutions to help them to better understand the requirements of the Act and of the policy instruments.

The 130 or so requirements contained in official languages policy instruments have been reviewed in depth and undergone a risk analysis using the Treasury Board Secretariat’s Smart Rules Charter.

8 policy instruments from other policy centres were commented on. Moreover, guidelines on social media were drafted and should be disseminated soon.

38 requests for individualized interpretation were handled.

3 horizontal interpretations were carried out. They included an interpretation for the application of the Supreme Court’s CALDECH decision.

This function was combined with the function for providing simplified policy instruments.

This function was not renewed under the reorganization that took place in 2009.

11 information sessions and workshops were offered to federal institutions. A forum on good practices was also organized.

This function is not part of the renewed functions in 2009.

Renewed method of cooperation with champions to encourage stronger leadership on official languages.

Renewed method of cooperation with advisory committees to suggest ideas and encourage them to take shared initiatives to improve the overall official languages performance of institutions.

The method of co-operation was renewed. A conference of the network of champions was organized.

The method of co-operation was renewed. Advisory committees are more independent and institutions are playing a more active role in the committees’ work. 2 meetings of the DACOL and 2 meeting of the CCACOL were held.

Monitoring of official languages management practices and controls in the context of conducting risk-based official languages annual reports.

An assessment of the state of official languages in the institutions that make up the core public administration in the context of the Management Accountability Framework (MAF).

The method used for the annual reports on official languages exercise was completely rethought in order to base it on better risk management. Official languages management practices and control in institutions were reviewed in 2009–2010 using this new method. 77 annual reports were requested from institutions and 72 were received.

Official languages were evaluated in the context of the MAF.

The structure and content of the Annual Report were completely rethought to provide a strategic picture of the Program in institutions. The 2007–2008 report was the first to be written according to this new methodology. The 2007–2008 annual report was tabled in October 2009.