ARCHIVED - 2010-2011 DPRs - Horizontal Initiatives

Name of Horizontal Initiative: Agricultural Regulatory Action Plan of Growing Forward

Name of Lead Department: Agriculture and Agri-Food Canada (AAFC)

Lead Department Program Activity: Regulatory Efficiency Facilitation

Start Date: April 1, 2008

End Date: March 31, 2013

Total Federal Funding Allocation (from start date to end date): $94.9 million over five years

Description of the Horizontal Initiative (including funding agreement):

This initiative targets four specific regulatory issues that were identified by agri-food stakeholders, namely: 1) minor use pesticides and pesticide risk reduction; 2) veterinary drugs; 3) health claims, novel foods, and ingredients; and 4) food fortification. The Agricultural Regulatory Action Plan supports the general principles of the Government of Canada's Cabinet Directive on Streamlining Regulation. The Plan specifically addresses the development of regulatory frameworks based on the accumulation of sound science, as well as advancing the transparency, timeliness, responsiveness, efficiency, public interest, and government collaboration to minimize regulatory burden for stakeholders.

Shared Outcomes:

Addressing key regulatory obstacles to promoting a competitive and innovative sector, while protecting and advancing the public interest

Governance Structure:

Memoranda of Understanding (MOUs) between AAFC and Health Canada set out the roles and responsibilities for the management of this initiative. The Deputy Ministers of the two departments oversee the governance process that includes the following levels of management in accordance with the MOUs:

• An Assistant Deputy Ministers' (ADM) Committee oversees the management of the MOUs and reports back to the Deputy Ministers.
• Joint Management Committees (JMC), composed of directors general or equivalent level representatives, have been established to manage the implementation of the MOUs and report semi-annually to the ADM Committee.

Performance Highlights:

The plan continued to foster government collaboration while supporting the development, implementation and enhancement of regulatory frameworks to address issues identified by stakeholders. In the area of minor use pesticides and pesticide risk reduction, project prioritization and expedited regulatory reviews increased the number of approved minor use pesticides. Enhanced guidance to stakeholders and the improved uptake of joint review opportunities increased the number of veterinary drugs available for food-producing animals in Canada. In the area of health claims, novel foods, and ingredients, key matters of food regulatory modernization were identified to accompany food industry innovation efforts and scientific substantiation of health claims. Finally, policy options continued to be explored, informed by nutrition-related data in the area of food fortification.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from Start to End Date) ($ millions)	2010-11 ($ millions)
				Planned Spending	Actual Spending	Expected Results	Results Achieved
Due to rounding, figures may not add up to the totals shown.
AAFC	Regulatory Efficiency Facilitation	Minor Use Pesticides and Pesticide Risk Reduction	36.2	9.1	8.5	Increased minor-use pesticides and reduced risk pest management tools permissible or available for use	Data and information were generated for 80 minor-use pesticides submissions and 20 new reduced risk tools, resulting in increased pesticide risk reduction tools, practices and technologies available to growers.
		Health Claims, Novel Foods, and Ingredients	16.1	3.6	3.4	Enhanced sector ability to navigate the food regulatory system, which should lead to improved sector understanding of regulatory processes/requirements	Sector analysis-based input led to several regulatory policy updates and advice including scientific, provided to industry and sector groups resulted in two health claims and two novel food submissions meeting regulatory requirements.
Health Canada	Pesticide Regulation	Minor Use Pesticides and Pesticide Risk Reduction	16.0	4.0	4.0	New minor uses of pesticides available to growers through a dedicated minor use review process	Developed a new approach to streamline the regulatory submission process, and registered 135 new pesticide minor uses. Six transition strategies were developed.
	Health Products	Veterinary Drugs	5.0	1.2	1.2	Reduction in review times for veterinary drug submissions and increased availability of drugs for food-producing animals	Completed the first Minor Use Minor Species submission. Eliminated the backlog of submissions and reduced the review time of new drugs.
	Food and Nutrition	Health Claims, Novel Foods, and Ingredients	17.4	3.5	3.5	Modernized and efficient policy and regulatory approaches and pre-market processes leading to new, innovative and safe food products and claims, focusing on health benefits	Drafted amendments to modernize the Food and Drugs Act. Completed 14 regulatory amendments and 12 Interim Marketing Authorizations, published summaries of assessment for two new health claims, and classified 600 products at the food/natural health product interface.
		Food Fortification	4.3	1.2	1.2		Increased staff capacity to deliver Temporary Market Authorisation Letters, while continuing to explore policy options for the voluntary addition of vitamins and mineral nutrients to foods.
Total			94.9	22.5	21.8

Comments on Variances: Not applicable

Results Achieved by Non-Federal Partners: Not applicable

Contact information:

Lynn Stewart, Director
Food Regulatory Issues Division
Sector Development and Analysis Directorate
Market and Industry Services Branch
Agriculture and Agri-Food Canada
Room 242, Floor 2, Tower 5
1341 Baseline Road
Ottawa, Ontario K1A 0C5
613-773-0153
lynn.stewart@agr.gc.ca

Note:

AAFC's Growing Forward is the five-year policy framework that replaced the Agricultural Policy Framework as of the 2008–09 fiscal year. Planned spending figures are consistent with the 2010–11 RPP. They represent the amounts included in Main Estimates. They do not include any additional amounts that may have been brought into the Department's reference levels during 2010–11, due to the timing of the 2010–11 RPP. Total Federal Funding Allocation reflects all currently approved TB Submissions and reallocations. Total allocation, planned spending and actual spending are net of indirect costs.

Name of Horizontal Initiative: Agricultural Flexibility Fund

Name of Lead Department: Agriculture and Agri-Food Canada (AAFC)

Lead Department Program Activity:

The Agricultural Flexibility Fund contributes to several program activities within AAFC: Environmental Knowledge, Technology, Information and Measurement; On-Farm Action; Food Safety and Biosecurity Risk Management Systems; Trade and Market Development; Science, Innovation and Adoption; and Agri-Business Development.

Start Date: July 21, 2009

End Date: March 31, 2014

Total Federal Funding Allocation (from start date to end date):

$412.2 million (of which $140.6 million is funding through Canada’s Economic Action Plan)

Description of the Horizontal Initiative (including funding agreement):

The Agricultural Flexibility Fund (AgriFlexibility) is a five-year fund (2009–2014) that helps implement new initiatives, both federally and in partnership with provinces, territories and industry. AgriFlexibility’s goal is to improve the sector's competitiveness and help the sector adapt to pressures through non-business risk-management measures that will reduce costs of production, improve environmental sustainability, promote innovation, and respond to market challenges. AgriFlexibility initiatives can be implemented federally (Federal Initiatives), in partnership with provinces and territories (Cost-Shared Federal-Provincial/Territorial Initiatives) or by the industry (Industry-led initiatives).

Funding for industry-led initiatives is provided through a contribution agreement while funding for federal-provincial cost-shared initiative is provided through a bilateral agreement. This Horizontal Initiative is part of the Canada's Economic Action Plan.

Three federal initiatives under AgriFlexibility have been announced and implemented. They are: Livestock Auction Traceability Initiative (LATI); AgriProcessing Initiative (API); and Canada Brand Advocacy Initiative (CBAI).

Shared Outcomes:

• Producers/partners/industry to improve their environmental practices
• Producers/partners/industry to reduce their costs of production
• Improved food safety, biosecurity, traceability, and risk management measures
• Increase in value-chain efforts focussed on innovation and adaptation
• Agri-industry implement actions to respond to market threats and take advantage of emerging market opportunities

Governance Structure:

The following is a description of the internal governance for approval/rejection of AgriFlexibility proposals:

• AgriFlexibility is administered within the Agriculture Transformation Programs Directorate. Once AgriFlexibility proposals have been assessed, they are presented to the Directors General Innovation (DGI) Committee which is comprised of Directors General from across the Department and is co-chaired by: the Director General of Agriculture Transformation Programs Directorate, Farm Financial Programs Branch, and the Director General, Innovation Directorate, Research Branch. This Committee reviews proposals, verifies program eligibility, provides expert advice; makes a recommendation to one of the Assistant Deputy Minister (ADM) boards: the Policy, Programs and Results Board (PPRB) or Horizontal Management Board (HMB). The DGI Committee also reviews the financial status and status reports of AgriFlexibility on a regular basis.
• PPRB and HMB are comprised of ADMs from across the Department. Since these two boards have very similar membership and meet on alternate weeks, either one or the other is used to review AgriFlexibility proposals and make funding recommendations, in order to make decisions on proposals in a timely manner.
• Final approval of proposals is granted by the Minister, with a recommendation from the Deputy Minister.

Performance Highlights:

A lesson learned from AgriFlexibility is that providing industry, provinces and territories the ability to develop proposals to address specific needs enables industry to take action and a leading role in addressing specific issues of relevance to them. As of March 31, 2011 a total of 36 projects/initiatives from provinces, territories and industry have been approved for a total value of about $149.4 million in funding under the AgriFlexibility.

As most AgriFlexibility projects/initiatives are taking place over several years, and results are known at the end of activities, it is a challenge to report on an annual basis on the achievement of targets. Provinces and territories are to provide an annual report in the fall on the progress of their initiatives.

It should also be noted that provinces and territories are allowed to change their targets annually under their bilateral agreements.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date) ($ millions)	2010-11 ($ millions)
				Planned Spending	Actual Spending	Expected Results	Results Achieved
*As most AgriFlexibility projects are taking place over several years, it is not possible to report annually on the achievement of specific targets. It should also be noted that targets may change, as provinces and territories are allowed to change their targets annually under their contribution agreements. A total of 36 projects from provinces, territories and industry have been approved for a total value of about $149.4 million in funding under AgriFlexibility.
AAFC	Various program activities	Agricultural Flexibility Fund	412.2	121.4	28.9	Producers and industry improve their environmental practices	N/A*
						Producers and industry reduce their costs of production	N/A*
						Improved food safety, biosecurity, traceability and risk management measures	N/A*
Total			412.2	121.4	28.9

For more information on AgriFlexibility visit: http://www.agr.gc.ca/agriflexibility.

Comments on Variances:

As announced in Budget 2010, a total of $42M of 2010-11 planned spending was transferred to the Slaughter Improvement Program (SIP), the Over Thirty Months Payment program (OTMPP) and the Slaughter Waste Improvement Program (SWIP), and is not reflected in the AgriFlexibility actual spending. A portion of the unspend funding is expected to be carried forward into future years.

Results Achieved by Non-Federal Partners:

Overall the same results are to be achieved by provincial and territorial partners.

Contact information:

Linda Parsons, Director General
Agriculture Transformation Programs Directorate
Farm Financial Programs Branch
Room 220, Floor 8, Tower 7
1341 Baseline Road
Ottawa Ontario K1A 0C5
613-773-1900
linda.parsons@agr.gc.ca

Note:

Planned spending figures are consistent with the 2010–11 RPP. They represent the amounts included in Main Estimates. They do not include any additional amounts that may have been allocated to this initiative during 2010–11, due to the timing of the 2010–11 RPP. Total Federal Funding Allocation reflects all currently approved Treasury Board Submissions and reallocations. Total allocation, planned spending and actual spending are net of indirect costs.

Name of Horizontal Initiative: AgriInsurance

Name of Lead Department: Agriculture and Agri-Food Canada (AAFC)

Lead Department Program Activity: Business Risk Management (BRM)

Start Date: April 1, 2008

End Date:

AgriInsurance contributions are statutory and ongoing.

Total Federal Funding Allocation (from start date to end date):

As the program is statutory and demand-driven, actual spending may vary. Total federal funding allocation is $1,629.4 million over four years (2008–09 to 2011–12).

Description of the Horizontal Initiative (including funding agreement):

AgriInsurance (formerly known as Production and Crop Insurance) aims to reduce the financial impact on producers of production losses caused by uncontrollable natural perils.

Authorities for the program include Section 4 of the Farm Income Protection Act, as well as Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy and the Federal/Provincial AgriInsurance Agreement.

The program links to the departmental strategic outcome of a competitive agriculture, agri-food and agri-based products sector that proactively manages risk and the Government of Canada's outcome of Strong Economic Growth.

For more information, visit the following websites:

Federal AgriInsurance
British Columbia
Alberta
Saskatchewan
Manitoba
Ontario
Quebec
New Brunswick
Nova Scotia
Prince Edward Island
Newfoundland

Shared Outcome:

To mitigate the financial impacts of production losses by providing effective insurance protection

Governance Structure:

AgriInsurance is part of the comprehensive Growing Forward agricultural policy framework developed by federal, provincial and territorial (FPT) Ministers of Agriculture, and falls under the BRM priority.

AgriInsurance is a provincial-territorial program to which the federal government contributes financially under the FPT AgriInsurance Agreement. The program is administered provincially in all provinces. The federal and provincial governments cost-share a portion of the premium costs together with program participants. Governments also fully cost-share the administrative costs of the program (60:40 federal-provincial).

Governance structure includes various national standards outlined in Canada Production Insurance Regulations. Like the other BRM programs, the governance structure for the program consists of working groups and committees, including the FPT AgriInsurance Working Group (AIWG), the FPT BRM Policy Working Group and the FPT Administrators Working Group, as well as the National Program Advisory Committee (NPAC) which includes FPT government officials and industry representatives. These groups examine BRM policy and program issues and, as requested, develop options to be brought forward to senior management, including FPT Assistant Deputy Ministers (ADMs), FPT Deputy Ministers and FPT Ministers.

Performance Highlights:

The value of insured to eligible production for insurance for 2009-10 exceeded the target of 60% with 62.68%. Production losses were mitigated with indemnity payments of $1.116 billion (including $257.3 million for unseeded benefits). The value of insured production amounted to $12.3 billion as 65.6 million of acres were covered.

The value of agricultural products eligible for insurance for 2009–10 compared to the total value of all agricultural products exceeded the target of 85% at 86.95%. This ratio has remained fairly consistent over the last two years.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date) ($ millions)	2010-11 ($ millions)
				Planned Spending	Actual Spending	Expected Results	Results Achieved
AAFC	Business Risk Management	AgriInsurance	1,629.4 over four years (2008-09 – 2011-12)	413.6	517.2	The financial impacts of production losses are mitigated by providing effective insurance protection.
						Indicators: Value of insured production compared to the total value of all agricultural products eligible for insurance - Target 60 %.	The ratio of insured to eligible production for insurance for 2009-10 exceeds the target of 60% with 62.68%.
						Value of agricultural products eligible for insurance compared to the value of all agricultural products - Target 85 %.	The ratio exceeded the target of 85% at 86.95% in 2009-10.
Total			1,629.4	413.6	517.2

Comments on Variances:

Actual spending was higher than planned spending for 2010–11 due to a substantial increase in premiums caused by higher grain prices that are reflected in the insurable values.

Results Achieved by Non-Federal Partners:

Planning and development activities are done jointly with the provinces. Therefore, the expected results are the same, but the achieved results will vary by province.

Contact information:

Danny Foster, Director General
Business Risk Management Program Development
Room 241, Floor 3, Tower 7
1341 Baseline Road
Ottawa, Ontario K1A 0C5
613-773-2100
danny.foster@agr.gc.ca

Note:

Planned spending figures are consistent with the 2010–11 RPP. They represent the amounts included in Main Estimates. They do not include any additional amounts that may have been allocated to this initiative during 2010–11, due to the timing of the 2010–11 RPP. Total Federal Funding Allocation reflects all currently approved Treasury Board Submissions and reallocations. Total allocation, planned spending and actual spending are net of indirect costs.

This program is statutory and demand-driven; therefore, actual spending could vary. See also the related horizontal initiatives on AgriStability, AgriInvest and AgriRecovery.

Name of Horizontal Initiative: AgriInvest

Name of Lead Department: Agriculture and Agri-Food Canada (AAFC)

Lead Department Program Activity: Business Risk Management (BRM)

Start Date:

Agreements were signed with the provinces December 19, 2007, to implement the program for the 2007 program year.

End Date:

AgriInvest grants and contributions are statutory and ongoing.

Total Federal Funding Allocation (from start date to end date):

As the program is statutory and demand-driven, actual spending may vary. Total federal funding allocation is $843.0 million over five years (2007-08 to 2011-12).

Description of the Horizontal Initiative (including funding agreement):

AgriInvest allows producers to self-manage, through producer-government savings accounts, the first 15% of their margin losses for a production year and/or make investments to reduce on-farm risks or increase farm revenues. Under the program, annual producer deposits of up to 1.5% of their allowable net sales are matched by government deposits. Government deposits are cost-shared 60:40 by federal, provincial and territorial (FPT) governments. In combination with the AgriStability program, AgriInvest is the successor to the Canadian Agricultural Income Stabilization program. AgriInvest replaces coverage for smaller income declines while AgriStability assists producers in managing larger losses.

AgriInvest provides producers with a secure, accessible, predictable, and bankable source of income assistance to address small drops in farm income and manage on-farm risks.

Authorities for the program include Section 4 of the Farm Income Protection Act, as well as Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy and the Federal/Provincial/Territorial Agreement with Respect to AgriStability and AgriInvest.

The program links to the departmental strategic outcome of a competitive agriculture, agri-food and agri-based products sector that proactively manages risk and the Government of Canada's outcome of Strong Economic Growth.

For more information, visit the following websites:

Federal AgriInvest
AgriInvest in Quebec (La Financière agricole du Québec)

Shared Outcome:

To provide producers with flexibility in how they choose to manage and/or mitigate small income losses through the availability of timely and predictable funds

Governance Structure:

The AgriInvest program is part of the comprehensive Growing Forward agricultural policy framework developed by FPT Ministers of Agriculture, and falls under the BRM priority. Program costs, including program payments and administrative costs, are cost shared by the federal government and the provinces and the Yukon Territory on a 60:40 basis, respectively.

As a transitional measure, the deposit requirement was waived for the 2007 program year. Producers were required to make a deposit for the 2008 program year in order to receive matching government funding. The federal government held the AgriInvest accounts for both of these years except in Quebec.

For the 2009 program year, the AgriInvest program continued to be delivered by the federal government in all provinces except Quebec. However, governments worked with financial institutions to set up the infrastructure necessary to establish and hold AgriInvest accounts. Producers were able to make deposits under the AgriInvest program with financial institutions in the summer of 2010 for the 2009 program year. In Quebec, the AgriInvest program is, and will continue to be, delivered provincially by La Financière agricole du Québec.

Like the other BRM programs, the governance structure for the program consists of working groups and committees, including the FPT BRM Policy Working Group and FPT Administrators Working Group, as well as the National Program Advisory Committee (NPAC) which includes FPT government officials and industry representatives. These groups examine BRM policy and program issues and, as requested, develop options to be brought forward to senior management, including FPT Assistant Deputy Ministers (ADMs), FPT Deputy Ministers and FPT Ministers.

Performance Highlights:

About 60% of participants who suffered an income decline and triggered AgriStability payments in the 2008 program year also made withdrawals from their AgriInvest accounts, suggesting that the majority of producers are using the program to manage income declines. The 60% target was met.

The 2010 BRM performance indicator survey indicated that 90% of those who withdrew money from the accounts used it to address income declines, which is far better than the target of 75%.

AAFC has also established the target of 65% for the percentage of producers participating in AgriInvest. Participation in AgriInvest reached over 70% of all Canadian producers in the 2008 program year, which was similar to the first year of the program.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date) ($ millions)	2010-11 ($ millions)
				Planned Spending	Actual Spending	Expected Results	Results Achieved
*As most AgriFlexibility projects are taking place over several years, it is not possible to report annually on the achievement of specific targets. It should also be noted that targets may change, as provinces and territories are allowed to change their targets annually under their contribution agreements. A total of 36 projects from provinces, territories and industry have been approved for a total value of about $149.4 million in funding under AgriFlexibility.
AAFC	Business Risk Management	AgriInvest	843.0	168.2	208.8	Producers have the flexibility in managing small financial risks. Producers use program account balances to address income declines or to make investments to reduce on-farm risks or increase farm revenues.	The following results are based on the 2008 program year, the latest year for which processing is complete and data is available.
						Indicators: Percentage of AgriInvest producers receiving AgriStability payments and making withdrawals from their AgriInvest saving accounts – Target: at least 60% of AgriInvest producers	About 60% of participants who triggered AgriStability payments in 2008 also made withdrawals from their AgriInvest accounts.
						Percentage of producers indicating that they use their funds to address income declines or make investments to reduce on-farm risks or increase to farm revenues – Target: at least 75%	90% of those who withdrew money from the accounts used it to address income declines.
Total			843.0	168.2	208.8

Comments on Variances:

AgriInvest is demand-driven, rather than being funded from a set allocation for each fiscal year. Although the administrative costs of the program remain relatively constant, the variance of the year-to-year grant and contribution payments is directly related to both participation and commodity prices, as producer deposits and government contributions are based on a percentage of their income generated from the sale of commodities for a production year.

Results Achieved by Non-Federal Partners:

Coordination of program oversight and delivery with the federal government will ensure that the program is delivered consistently and that program objectives and reporting requirements are met.

Contact information:

Danny Foster, Director General
Business Risk Management Program Development
Room 241, Floor 3, Tower 7
1341 Baseline Road
Ottawa, Ontario K1A 0C5
613-773-2100
danny.foster@agr.gc.ca

Note:

Planned spending figures are consistent with the 2010-11 RPP. They represent the amounts included in Main Estimates. They do not include any additional amounts that may have been allocated to this initiative during 2010-11, due to the timing of the 2010-11 RPP. Total Federal Funding Allocation reflects all currently approved TB Submissions and reallocations. Total allocation, planned spending and actual spending are net of indirect costs.

This program is statutory and demand-driven; therefore, actual spending could vary. See also the related horizontal initiatives on AgriStability, AgriInsurance and AgriRecovery. Total allocation does not include funding for the one-time federal-only 2007 AgriInvest Kickstart program.

Name of Horizontal Initiative: AgriRecovery – Agricultural Disaster Relief Program (ADRP)

Name of Lead Department: Agriculture and Agri-Food Canada (AAFC)

Lead Department Program Activity: Business Risk Management (BRM)

Start Date: December 6, 2007

End Date: March 31, 2012

During the 2010-11 fiscal year, the program authorities were extended until March 31, 2012.

Total Federal Funding Allocation (from start date to end date):

Total federal funding allocation is $814.1 million over five years (2007–08 to 2011–12 fiscal years).

Description of the Horizontal Initiative (including funding agreement):

AgriRecovery enables federal, provincial and territorial (FPT) governments to provide timely assistance to help producers quickly re-establish their income stream and contain the long-term impacts after small- to mid-size disasters (e.g. disease, pest and weather). Programs under AgriRecovery are developed on a case-by-case basis after an assessment is completed and it is determined that there is need for assistance beyond existing programs, such as AgriInvest, AgriStability and AgriInsurance.

Under AgriRecovery, the ADRP helps focus the coordination effort, providing a process to fast-track authorities for programs to quickly fund initiatives under AgriRecovery.

Participating provinces and territories cost-share initiatives on a 60:40 FPT basis. For AgriRecovery programming outside the ADRP, funding options are negotiated with the provinces and territories on a case-by-case basis.

Authorities for the program include sub-section 12(5) of the Farm Income Protection Act, as well as various agreements for individual programming developed under AgriRecovery.

The program links to the departmental strategic outcome of a competitive agriculture, agri-food and agri-based products sector that proactively manages risk and the Government of Canada's outcome of Strong Economic Growth.

For more information, visit: http://www.agr.gc.ca/agrirecovery.

Shared Outcome:

To reduce the economic impact of catastrophic natural disasters on producers through timely assistance not otherwise provided by other programs

Governance Structure:

The AgriRecovery framework, including the ADRP, is part of the comprehensive Growing Forward policy framework developed by FPT Ministers of Agriculture, and falls under the Business Risk Management (BRM) priority. Under the ADRP, program costs, including program payments and administrative costs, are expected to be cost-shared by the federal government and the provinces and territories on a 60:40 basis, respectively. For AgriRecovery programming outside the ADRP, funding options are negotiated with the provinces and the territories on a case-by-case basis, however the 60:40 cost share requirement remains in effect.

Like the other BRM programs, the governance structure for the program consists of working groups and committees, including the FPT BRM Policy Working Group and FPT Administrators Working Group, as well as the National Program Advisory Committee (NPAC) which includes FPT government officials and industry representatives. These groups examine BRM policy and program issues and, as requested, develop options to be brought forward to senior management, including FPT Assistant Deputy Ministers (ADMs), FPT Deputy Ministers and FPT Ministers.

Specific to AgriRecovery and the ADRP are FPT Task Teams, which are initiated on a case-by-case basis when requested to assess and analyze a disaster and its impacts and, if needed, develop options for an individual disaster assistance initiative to be brought forward to participating FPT Ministers.

Performance Highlights:

Producers affected by a disaster situation benefit from financial assistance from federal, provincial and territorial governments. Since the inception of AgriRecovery, about 58,000 producers have received payments under various initiatives.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date) ($ millions)	2010-11 ($ millions)
				Planned Spending	Actual Spending	Expected Results	Results Achieved
AAFC	Business Risk Management	AgriRecovery (including ADRP)	814.1	121.7	256.9	Farm business operations resume operations following a natural disaster	Thirteen initiatives were put in place in 2010–11 under the ADRP to help producers deal with disaster events.
						Producers affected by a disaster situation benefit from financial assistance	The results of the initiatives put in place will be available in the 2011–12 program year.
						Indicators: Percentage of producers who believe that the financial assistance provided under the program played a role in the recovery. Target is 75%	For 2009–10, provinces reported that almost all of the producers who received AgriRecovery assistance indicated it has helped in the recovery of their operations, surpassing the target of 75%.
						Percentage of producers still farming one year after the disaster. Target is 70% of producers still farming one year later	In the majority of cases, the producers were still in business one year after the disaster payments.
Total			814.1	121.7	256.9

Comments on Variances:

The increase is as a result of four initiatives that were implemented to respond to wide spread excessive moisture and flooding in the western provinces.

Results Achieved by Non-Federal Partners:

Joint planning and execution (federally and provincially) will be undertaken so that results are consistent.

Contact information:

Danny Foster, Director General
Business Risk Management Program Development
Room 241, Floor 3, Tower 7
1341 Baseline Road
Ottawa, Ontario K1A 0C5
613-773-2100
danny.foster@agr.gc.ca

Note:

Planned spending figures are consistent with the 2010–11 RPP. They represent the amounts included in Main Estimates. They do not include any additional amounts that may have been allocated to this initiative during 2010–11, due to the timing of the 2010–11 RPP. Total Federal Funding Allocation reflects all currently approved Treasury Board Submissions and reallocations. Total allocation, planned spending and actual spending are net of indirect costs.

This program is statutory and demand-driven; therefore, actual spending could vary. See also the related horizontal initiatives on AgriStability, AgriInvest and AgriInsurance.

Name of Horizontal Initiative: AgriStability

Name of Lead Department: Agriculture and Agri-Food Canada (AAFC)

Lead Department Program Activity: Business Risk Management (BRM)

Start Date:

Agreements were signed with the provinces December 19, 2007, to implement the program for the 2007 program year.

End Date:

AgriStability grants and contributions are statutory and ongoing.

Total Federal Funding Allocation (from start date to end date):

As the program is statutory and demand-driven, actual spending may vary. Total federal funding allocation is $3,141.1 million over five fiscal years (2007–08 to 2011–12).

For the period of 2007–08, funding in the amount of $561.1 million pertains to the Canadian Agriculture Income Stabilization (CAIS) program, which preceded AgriStability.

Included in the total allocation is $14.8 million ($3.0 million for 2009-10 and $11.8 million for 2010–11) for the transfer of delivery from the federal administration of the program to British Columbia and Saskatchewan, which is a Canada Economic Action Plan Initiative.

Description of the Horizontal Initiative:

AgriStability is a margin-based program that provides support when producers experience large farm-income losses that result in drops in their margins (eligible farm income, less eligible farm expenses) for a program year of more than 15% relative to their average margins from previous years (i.e., their reference margins). Thus a payment is triggered under the program when producers' program-year margins drop below 85% of their reference margin. AgriStability also includes coverage for negative margins, as well as mechanisms to advance to participants a portion of their expected payments during the year when significant declines in incomes are expected (interim payments and Targeted Advance Payments). In combination with the AgriInvest program, AgriStability is the successor to the CAIS program. AgriInvest replaces coverage for smaller income declines while AgriStability assists producers in managing larger losses.

Authorities for the program include Section 4 of the Farm Income Protection Act, as well as Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy and Federal/Provincial/ Territorial Agreement with Respect to AgriStability and AgriInvest.

The program links to the strategic outcome of a competitive agriculture, agri-food and agri-based products sector that proactively manages risk and the Government of Canada's outcome of Strong Economic Growth.

For more information, visit the following websites:

Federal AgriStability
AgriStability in British Columbia
AgriStability in Alberta (Agriculture Financial Services Corporation (AFSC))
AgriStability in Saskatchewan
AgriStability in Ontario (Agricorp)
AgriStability in Quebec (La Financière agricole du Québec)
AgriStability on Prince Edward Island (PEI Agricultural Insurance Corporation)

Shared Outcome:

To mitigate the short-term impacts of large income losses

Governance Structures:

The AgriStability program is part of the comprehensive Growing Forward agricultural policy framework developed by Federal, Provincial and Territorial (FPT) Ministers of Agriculture, and falls under the BRM priority. Program costs, including program payments and administrative costs, are cost-shared by the federal government and the provinces/territory on a 60:40 basis, respectively.

In British Columbia, Alberta, Saskatchewan, Ontario, Quebec, and Prince Edward Island, the AgriStability program is delivered provincially. The AgriStability program is administered by the federal government in Manitoba, New Brunswick, Nova Scotia, Newfoundland and Labrador, and the Yukon Territory.

Like the other BRM programs, the governance structure for the program consists of working groups and committees, including the FPT BRM Policy Working Group and FPT Administrators Working Group, as well as the National Program Advisory Committee (NPAC) which includes FPT government officials and industry representatives. These groups examine BRM policy and program issues and, as requested, develop options to be brought forward to senior management, including FPT Assistant Deputy Ministers (ADMs), Deputy Ministers and Ministers. NPAC provides advice through FPT ADMs.

Performance Highlights:

Participation in the 2008 program year declined largely due to improved farm incomes, particularly in the grains and oilseeds sector. Although participation was below the 75% target, the program continues to play a significant role in the management of risk on Canadian farms with the percentage of market revenues covered by the program being 68%.

For producers receiving AgriStability payments, their current year margins improved from about 24% of their historical average margin to 63% in the 2008 program year, slightly below the target of 65%.

AAFC has established a target of 97% for accuracy of payments for the federal delivery of AgriStability. In 2010-11, the accuracy rate for federal payments for the 2008 program year was 98.3%.

In addition, for timeliness of payments, a target has been set to process 75% of all final applications in a program year within 75 days of receipt. The percentage of applications processed within 75 days by all administrators of the program, although still below the 75% target, improved significantly from 52% in 2007 to 68% in the 2008 program year.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date) ($ millions)	2010-11 ($ millions)
				Planned Spending	Actual Spending	Expected Results	Results Achieved
Note: The performance measures reported in the RPP supplementary table have been revised to better target the objectives and outcomes of the AgriStability program.
AAFC	Business Risk Management	AgriStability	3,141.1 for 2007–08 to 2011–12	657.8	395.9	Short-term impacts of large income losses are reduced	The following results are based on the 2008 program year, the latest year, for which processing is complete and data is available.
						Indicators: Participants' farm market revenues compared to total farm market revenues for the industry. Target is 75% of total farm market revenues are covered by the program (see note below).	The percentage of market revenues covered by the program in the 2008 program year was 68%.
						Participant's production margin with payments compared to reference margin. Target is that program payments bring producer's margin up to 65% of reference margin (see note below).	Program payments, brought producer’s current year margin to 63% of the reference margin in the 2008 program year.
Total			3,141.1	657.8	395.9

Comments on Variances: Fiscal requirements for the AgriStability program decreased in 2010–11 primarily due to stronger commodity prices and payments from AgriInsurance and AgriRecovery which reduced the funding requirements of the program.

Results Achieved by Non-Federal Partners:

Coordination of program oversight and delivery with the federal government will ensure that the program is delivered consistently and that program objectives and reporting requirements are met.

Contact information:

Danny Foster, Director General
Business Risk Management Program Development
Room 241, Floor 3, Tower 7
1341 Baseline Road
Ottawa, Ontario K1A 0C5
613-773-2100
danny.foster@agr.gc.ca

Note:

Planned spending figures are consistent with the 2010–11 RPP. They represent the amounts included in Main Estimates. They do not include any additional amounts that may have been allocated to this initiative during 2010–11, due to the timing of the 2010–11 RPP. Total Federal Funding Allocation reflects all currently approved Treasury Board Submissions and reallocations. Total allocation, planned spending and actual spending are net of indirect costs.

This program is statutory and demand-driven; therefore, actual spending could vary. See also the related horizontal initiatives on AgriInvest, AgriInsurance and AgriRecovery. Total allocation does not include funding for the one-time, federal-only 2007 AgriInvest Kickstart program.

Name of Horizontal Initiative: Canada's Rural Partnership

Name of Lead Department: Agriculture and Agri-Food Canada (AAFC)

Lead Department Program Activity: Rural and Co-operatives Development

Start Date:

Start date under the Growing Forward Framework: April 1, 2008 (Original start date under Agricultural Policy Framework: April 1, 2003)

End Date: March 31, 2013

Total Federal Funding Allocation (from start date to end date):

$52.9 million over five years (including in-year transfers)

Description of the Horizontal Initiative (including funding agreement):

The Canada's Rural Partnership (CRP) leads an integrated, government-wide approach through which the government aims to co-ordinate its economic, social, environmental, and cultural policies towards the goal of economic and social development and renewal of rural Canada.

Shared Outcomes:

• Collaboration between rural communities and stakeholders to address barriers and challenges to local development
• Information and tools are used by rural communities and regions to develop local amenities and other assets
• New economic activities are being implemented in rural Canada

Governance Structures:

The CRP is managed by the Rural and Co-operatives Secretariat. It has instituted mechanisms that contribute to raising awareness and inclusion of rural Canada in federal policies and programs, as well as engaging government and non-government partners to stimulate economic development in rural Canada. This includes:

• the Rural Development Network, a policy-maker forum involving 28 federal departments and agencies;
• the National Rural Research Network that brings together research partners from both academia and government to focus on enhancing knowledge about rural issues to better inform policy making;
• the Community Information Database, a free web-based resource that provides comprehensive and reliable information on economic, social and demographic factors at the community level, to support decision-making and action; and
• the Community Development Program that offers funding to assist rural and northern regions to obtain information and to access or develop the expertise, tools and processes needed to respond to challenges and opportunities in order to become more competitive and to generate economic activities.

Performance Highlights:

As lead of CRP, AAFC funded 19 rural community initiatives with partners in 2010-11 (bringing the total to 38) that enhance capacity for innovative rural development and develop and transfer knowledge (information, expertise, tools and processes) to rural communities and regions to assist them in responding to barriers to development.

AAFC was involved in 39 partnership initiatives in 2010-11 with government organizations and rural stakeholders to help address barriers to development and capture new economic development opportunities. More specifically, barriers to access to services were identified in over 160 communities in 18 regions. AAFC is engaging with rural stakeholders to address those that would have the most impact on economic development.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date) ($ millions)	2010-11 ($ millions)
				Planned Spending	Actual Spending	Expected Results	Results Achieved
AAFC	Rural and Co-operatives Development	Canada's Rural Partnership	52.9	10.3	11.1	40 Rural communities and regions are using information, tools and processes to develop local natural and cultural amenities and other assets	32 rural communities used new and updated/adapted information and tools to innovate and diversify their economies
Total			52.9	10.3	11.1

Comments on Variances:

Building on the partnership experience over the last two years, AAFC staff has fostered partnerships and/or participated in networks with the purpose of connecting rural communities to useful and quality information and tools to innovate and diversify their economies. The results, although lower than anticipated, will increase in future years; this is due to the fact that building partnership is a complex process that takes time.

Moreover, fewer projects than planned were funded; actual project funding spent ($1.5 million) was also lower than planned ($3.2 million). Project proponents' difficulty in securing matching contributions and the time necessary to build a project with communities and stakeholders involvement have been significant factors in lower than expected program participation.

Results Achieved by Non-Federal Partners: Not applicable

Contact information:

Michaela Huard
Executive Director
Rural and Co-operatives Secretariat
Room 125, Floor 2, Tower 7
1341 Baseline Road
Ottawa, Ontario K1A 0C5
613-773-2916
michaela.huard@agr.gc.ca

AAFC's Growing Forward is the five-year policy framework that replaced the Agricultural Policy Framework as of 2008-09. Planned spending figures are consistent with the 2010-11 RPP. They represent the amounts included in Main Estimates. They do not include any additional amounts that may have been allocated to this initiative during 2010-11, due to the timing of the 2010-11 RPP. Total Federal Funding Allocation reflects all currently approved Treasury Board Submissions and reallocations. Total allocation, planned spending and actual spending are net of indirect costs.

Name of Horizontal Initiative: Co-operative Development Initiative

Name of Lead Department: Agriculture and Agri-Food Canada (AAFC)

Lead Department Program Activity: Rural and Co-operatives Development

Start Date:

Start date under the Growing Forward Framework: April 1, 2008 (Original start date under Agricultural Policy Framework: April 1, 2003)

End Date: March 31, 2013

Total Federal Funding Allocation (from start date to end date):

$23.6 million over five years (including in-year transfers)

Description of the Horizontal Initiative (including funding agreement):

Through the Co-operative Development Initiative, the Rural and Co-operatives Secretariat provides advice on policies and programs affecting co-operatives, and builds partnerships within the federal government and with industry, provinces and other key stakeholders in the implementation of initiatives to support the development of co-operatives. The Secretariat manages a grants and contributions program, which includes:

• providing advisory services and funding innovative co-op projects, delivered by the co-operative sector; and
• funding research to build knowledge contributing to co-op development.

Shared Outcomes:

• Access to services across the country creates an enabling environment for co-operative development and growth
• More and stronger co-operatives respond to public policy challenges
• Canadians are better able to utilize the co-operative model to meet their economic and social needs

Governance Structure:

The Co-operatives Secretariat (now integrated into a single Rural and Co-operatives Secretariat) was created as a focal point between Canadian co-operatives and federal departments and agencies. It has instituted mechanisms to raise awareness and inclusion of co-operatives in federal policies and programs. These include dialogue and collaboration with key federal departments as well as with provincial counterparts and the sector.

Performance Highlights:

AAFC continued its partnership with the two national co-op sector organizations in program delivery to provide advisory services and fund innovative co-operative projects across Canada.

As a result of this partnership, an integrated co-op development information and support referral system (utilizing the Internet and a toll-free line) is in place across the country. AAFC has also invested in a partnership with the co-op sector and the academic community towards the elaboration of a knowledge sharing platform that will serve to better link researchers and stakeholders and improve knowledge for co-operatives development.

In 2010–11, the Secretariat began discussions with the Business Development Bank of Canada to develop a financing product to help meet co-operatives’ capitalization and expansion needs. The Secretariat also embarked on a joint research initiative with Industry Canada to study the applicability of various co-op models for business succession in communities that fall under the definition of official language minority communities included in the Federal Roadmap for Canada's Linguistic Duality 2008–2013.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date) ($ millions)	2010-11 ($ millions)
				Planned Spending	Actual Spending	Expected Results	Results Achieved
AAFC	Rural and Co-operatives Development	Co-operatives Development Initiative	23.6	4.7	5.1	25 Innovative co-operative development projects are implemented	82 co-operative innovation projects were approved and implemented Another 45 projects were approved to be implemented in 2011–12.
Total			23.6	4.7	5.1

Comments on Variances:

Demand for both advisory services and project funding remains strong. Three calls for proposals were administered in 2010–11. The number of projects approved and implemented is significantly higher than the target. This is explained by the strong demand seen from all parts of the country. Program administrators are also processing proposals that are more focussed and smaller in scope. The median recommended contribution is correspondingly smaller than would normally have been expected were the projects multi-phased and faceted.

Results Achieved by Non-Federal Partners:

Program delivery is through third party and the above-noted expected results and measures are to be achieved by the partners.

Contact information:

Michaela Huard
Executive Director
Rural and Co-operatives Secretariat
Room 125, Floor 2, Tower 7
1341 Baseline Road
Ottawa, Ontario K1A 0C5
613-773-2916
michaela.huard@agr.gc.ca

Note:

AAFC's Growing Forward is the five-year policy framework that replaced the Agricultural Policy Framework as of 2008-09. Planned spending figures are consistent with the 2010-11 RPP. They represent the amounts included in Main Estimates. They do not include any additional amounts that may have been allocated to this initiative during 2010-11, due to the timing of the 2010-11 RPP. Total Federal Funding Allocation reflects all currently approved Treasury Board Submissions and reallocations. Total allocation, planned spending and actual spending are net of indirect costs.

Name of Horizontal Initiative: Growing Forward non-BRM Cost-Shared Programs (formerly known as the Growing Forward Program Initiatives Development)

Name of Lead Department: Agriculture and Agri-Food Canada (AAFC)

Lead Department Program Activity: Food Safety and Biosecurity Risk Management Systems

Start Date: April 1, 2009

End Date: March 31, 2013

Total Federal Funding Allocation (from start date to end date): $20.8 million over four years

Description of the Horizontal Initiative (including funding agreement):

A Memorandum of Understanding (MOU) between AAFC and Canadian Food Inspection Agency (CFIA) sets out the general terms, roles and responsibilities for the management and funding of the various components of the Canadian Integrated Food Safety Initiative (CIFSI), funded under AAFC's Growing Forward Framework Agreement. The following initiatives are delivered by CFIA, in collaboration with AAFC:

1. CFIA System Recognition and Scientific and Technical Support element under the National Food Safety Systems component of the CIFSI:
   The CFIA-led System Recognition will provide government recognition of on-farm and post-farm food safety systems developed by national (or equivalent) industry organizations. CFIA will continue to develop and deliver food safety system recognition programs. Under the Scientific and Technical Support element, CFIA will continue to provide scientific and technical advice to support food safety system development based on Hazard Analysis Critical Control Points (HACCP).
   
   
2. National Biosecurity Standards Development:
   The National Biosecurity Standards Development will allow CFIA to focus on developing nationally consistent plant and animal biosecurity standards. These standards will be developed with industry, commodity organizations and provinces. Once the biosecurity standards are approved by CFIA, they will become the national biosecurity standard for that particular commodity.
   
   
3. Traceability Information Sharing Solution element under the Developing National Traceability Systems component of the CIFSI:
   The Traceability Information Sharing Solution will explore potential solutions for accessing and querying traceability information between industry and government partners in a planned, measured and constructive way. The allocation of funding will be used to develop materials necessary to define and document the high level requirements and initial project planning for the national Traceability Information Sharing Solution, which may lead to preliminary project approval. This initiative will be managed through joint leadership between CFIA and AAFC and coordinated through the Traceability Management Office.
   
   
4. Traceability Management Office Legislative and Regulatory Infrastructure element under the Developing National Traceability Systems component of the CIFSI:
   The Traceability Management Office will be established to collaboratively undertake the work relating to the overall government legislative and regulatory infrastructure necessary to put traceability authorities, agreements and protocols in place. The allocation of funding to CFIA will be used to develop the legislative and regulatory infrastructure for the initiative.

Shared Outcomes:

This initiative contributes to the following strategic outcomes of AAFC:

• An environmentally sustainable agriculture, agri-food and agri-based products sector
• A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Governance Structures:

The overall administration of the MOU for:

1. AAFC is delegated to:
   Director General - Agriculture Transformation Programs Directorate
   Director General - Sector Policy Directorate
   Director General - Food Value Chain Bureau
   and
2. CFIA is delegated to:
   Executive Director - Food Safety and Consumer Protection Directorate
   Executive Director - Animal Health Directorate, Programs
   Executive Director - Plant Health and Biosecurity
   Chief Information Officer - CFIA
   Executive Director - Domestic Policy Directorate

Performance Highlights:

To better reflect the CFIA progress towards obtaining final acceptance by Federal-Provincial-Territorial (FPT) governments of the On-Farm and Post-Farm Food Safety Recognition Programs, this memorandum was amended by changing the target dates for acceptance to May 2012 and December 2012 respectively.

The National Farm Level Biosecurity Standard for the Beef Sector has been drafted and is in the final phase of consultation.

The Traceability Information Sharing Solution is proceeding as planned. This is subject to a separate MOU with CFIA, with a complementary, but different governance structure.

The CFIA is in the process of seeking authority to develop a legislative and regulatory framework for traceability.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start to end date)	2010-11 ($ millions)
				Planned Spending	Actual Spending	Expected Results	Results Achieved
Due to rounding, figures may not add up to the totals shown.
AAFC	Food Safety and Biosecurity Risk Management Systems	CFIA System Recognition and Scientific and Technical Support	N/A - funds transferred to CFIA	N/A - funds transferred to CFIA		Work performed by CFIA	Results reported by CFIA
		National Biosecurity Standards Development	N/A - funds transferred to CFIA	N/A - funds transferred to CFIA		Work performed by CFIA	Results reported by CFIA
		Traceability Information Sharing Solution	N/A – funds transferred to CFIA	N/A – funds transferred to CFIA		Planned to be completed by March 31, 2010	Completed March 31, 2010
		Traceability Management Office Legislative and Regulatory Infrastructure	N/A – funds transferred to CFIA	N/A – funds transferred to CFIA		Work performed by CFIA	Results reported by CFIA;
CFIA	Food Safety and Nutrition Risks	CFIA System Recognition and Scientific and Technical Support	7.3	2.1	1.8	Continuous improvement of the On-Farm Food Safety Recognition Program and the Post-Farm Food Safety Recognition Program	Completed the draft of the on-farm recognition procedures manual for Phase II, implementation and third party audit and Phase III implementation assessment. The post-farm recognition procedures manual for Phase I – Technical Review nearly completed and Phase II development has started.
						Ongoing technical review and assessment of on-farm and post-farm food safety programs for recognition	Technical review of one national producer organization (NPO) was completed. Three reviews currently in process. Two 18-month reviews conducted. Other reviews suspended until 2011-12.
						Scientific and technical support provided as needed to AAFC and AAFC stakeholders	Six application reviews conducted as submitted by NPOs under the Growing Forward Food safety development component of AAFC.
	Animal Health Risks and Production Systems	National Biosecurity Standards Development	9.5	2.0	1.7	Review and approval process adopted	The Canadian Swine Health Board has developed a National Farm Level Biosecurity Standard for the swine sector and review of the standard is in process.
	Plant Health Risks and Production Systems					Environmental scan of current state of biosecurity within a commodity sector	Two new expert groups established for Sheep and Grains and Oilseeds increasing the total to seven. Benchmark tools and national sampling plans developed for dairy, bees (alfalfa leaf cutting) and in the process of being developed for potato and bees (bubble bee and honey) and sheep.
						National biosecurity standard approved	None of the agri-commodity specific biosecurity standards have been completed this year. Beef, Dairy and Bees standards are scheduled to be completed by the end of 2011-12.
						Production and dissemination of standard	Multi-species plant and animal biosecurity planning templates have been finalized to assist the provinces in their design and development of biosecurity implementation programming.
						Production and dissemination of educational and training material	Communication products have been developed and disseminated for these agri-commodities: Beef, Potato, Bees and Dairy.
						Quarterly progress report and annual presentation to FPT Committee of Officials and/or Food Safety Biosecurity and Traceability (FSBT) Programs Working Group	Several presentations were made to the FPT FSBT Programs Working Group
	Animal Health Risk and Production Systems	Traceability Information Sharing Solution	1.1	0.0	N/A	Planned to be completed by March 31, 2010	Completed March 31, 2010
		Traceability Management Office Legislative and Regulatory Infrastructure	3.0	0.9	0.9	Establish a National Legislative Framework for Traceability	A recommended option for traceability was presented to FPT ministers in July 2010 and CFIA is proceeding forward pursuant to FPT Ministers’ direction. CFIA is in process of seeking authority to develop a legislative and regulatory framework for traceability.
						Ongoing amendment and continuous improvement for a regulatory framework for traceability	Health of Animals regulations were amended so all non-electronic cattle tags initially approved were revoked to support movement reporting.
						Develop information sharing agreements with Canadian provinces	Traceability information sharing negotiations started with British Columbia and still ongoing with Quebec, Manitoba and Ontario.
						Develop a policy framework for traceability	CFIA has advanced the policy framework document through internal governance for approval. Working with AAFC to develop implementation plans for the four priority species (cattle, sheep, hog and poultry) identified in the FPT ministers’ commitment.
						Initiate Privacy Impact Assessments (PIA)	The results of the PIA for the Canadian Cattle Identification Agency is now in the process of being published on the CFIA web site. Additional PIA with NPOs are being planned.
Total			20.8	5.0	4.4

Comments on Variances:

Actual spending is $600,000 less then expected because 1) the delay in re-establishing the FPT Food Safety Recognition sub-committee, 2) the delay in a NPO starting the post-farm food safety recognition program, 3) delays in hiring two CFIA staff to conduct 18-month reviews and 4) the extensive time needed for consultation in the development of biosecurity national standards.

Results Achieved by Non-Federal Partners: Not applicable

Contact information:

Linda Parsons, Director General
Agriculture Transformation Programs Directorate
Farm Financial Programs Branch
Room 220, Floor 8, Tower 7
1341 Baseline Road
Ottawa, Ontario K1A 0C5
613-773-1900
linda.parsons@agr.gc.ca

Note:

AAFC’s Growing Forward is the five-year policy framework that replaced the Agricultural Policy Framework as of 2008–09. Planned spending figures are consistent with the 2010–11 RPP. They represent the amounts included in Main Estimates. They do not include any additional amounts that may have been allocated to this initiative during 2010–11, due to the timing of the 2010–11 RPP. Total Federal Funding Allocation reflects all currently approved Treasury Board Submissions and reallocations. Total allocation, planned spending and actual spending are net of indirect costs.

Name of Horizontal Initiative:
Atlantic Canada Tourism Partnership (ACTP)

Name of Lead Department:
Atlantic Canada Opportunities Agency (ACOA)

Lead Department Program Activity:
Community Development

Start Date:
April 1, 2009

End Date:
March 31, 2012

Total Federal Funding Allocation (from start date to end date):
$9,975,000

Description of the Horizontal Initiative (including funding agreement):
The ACTP is a nine-member, pan-Atlantic marketing consortium comprising ACOA, the four provincial tourism industry associations, and the provincial departments responsible for tourism in Newfoundland and Labrador, Nova Scotia, New Brunswick and Prince Edward Island. The ACTP is dedicated to promoting Atlantic Canada as a leading vacation destination in key American, European and Pacific markets.

The 2009-12 ACTP is a $19.95-million agreement that supports:

• fully integrated consumer, trade and media relations marketing strategies based on sound market research, economies of scale and commonality;
• funding that is incremental to provincial marketing budgets;
• the preservation of provincial brand equity;
• marketing activities dictated by the marketplace;
• clear and responsive measurement systems that benefit all four Atlantic provinces; and
• end-of-agreement project evaluations.

Additional information can be found on the ACTP website.

A memorandum of understanding for the renewal of the ACTP was signed on April 1, 2009. This initiative directly supports the Agency’s strategic outcome.

Shared Outcomes:
The goal of the ACTP exemplifies the Agency’s priority to increase revenues, profits, investments and wages. It aims to:

• increase Atlantic Canada’s competitiveness in targeted markets;
• promote regional co-operation (e.g. federal, provincial, industry);
• promote incremental marketing activities;
• achieve economies of scale in marketing;
• raise awareness of Atlantic Canada as a “top-of-mind” destination; and
• increase tourism arrivals and tourism revenues for the four Atlantic provinces.

The 2009-12 ACTP is expected to generate $10 in incremental economic activity for every $1 invested in marketing. The three-year revenue target (2009-10 through 2011-12) is $190 million in incremental revenues for small and medium-sized tourism enterprises in Atlantic Canada.

Governance Structure:
The activities of the ACTP are managed by a ten-person management committee, consisting of:

• the ACOA vice-president responsible for tourism;
• the ACOA director general of Tourism Atlantic;
• the four provincial deputy ministers responsible for tourism; and
• the presidents of the four provincial tourism industry associations (or their permanent designates).

Decisions taken by this management committee require a consensus of members. Six members constitute a quorum, provided all four provinces are represented by both government and industry present, as well as ACOA. A representative of the Canadian Tourism Commission sits as an ex officio member of the management committee.

The management committee is responsible for the administration and management of the agreement, allocation of annual budgets on a per-market basis, approval of the program’s annual work plans and budgets, and evaluations of its activities. It oversees the work of a marketing committee, develops and oversees a communications policy, and provides program interpretation and dispute resolution.

Performance Highlights:
During fiscal year 2010-11, the ACTP generated $45.3 million in export revenues for small and medium-sized tourism enterprises in Atlantic Canada. With a return on investment (ROI) of $10.86 for every $1.00 invested in marketing, the partnership surpassed its ROI target of 10 to 1. The ACTP also generated $2.7 million in media buying efficiencies and leveraged $456,072 from its joint marketing agreement with tour operators based in the United States and the United Kingdom.

Federal Partner	Federal Partner Program Activity	Name of Program for Federal Partner	Total Allocation (from Start to End Date)	2010-11 ($ millions)
				Planned Spending	Actual Spending	Expected Results	Results Achieved
ACOA	Community Development	Atlantic Canada Tourism Partnership	$9.975 million	3.325	3.591	Export revenues:  55.2	45.3

Comments on Variances:
Spending - The variance in planned spending is due to reduced advertising expenditures of $0.266 million in fiscal year 2009-10 following a cautious approach to the ACTP’s developmental markets in the mid-Atlantic region of the United States. This amount was reallocated to fiscal year 2010-11, increasing ACOA’s investment from $3.325 million to $3.591 million.

Results - The variance of $9.9 million less revenues generated by the ACTP in 2010-11 was the result of reduced advertising expenditures, a weak U.S. economy and the ACTP’s new focus on development markets in the mid-Atlantic region of the United States.

Results to be achieved by non-federal partners:
The ACTP enables industry and the four Atlantic provincial governments to pool their resources in order to increase their visibility in priority markets; in most cases, this exposure would not be accessible to them individually. The ACTP facilitates the following: relationship building and a collaborative partnership with the Canadian Tourism Commission; joint marketing partnerships with tour wholesalers/operators; marketing efficiencies (e.g. media buys, media relations); research efficiencies that support marketing strategies and tactics; familiarization tours that provide travel writers and tour operators with first-hand information on (and exposure to) the region’s tourism assets; and support to Atlantic Canada Showcase, a venue that allows small and medium-sized enterprises in the tourism industry to interact with tour wholesalers and tour operators.

Contact information:
Rob McCloskey
Director General, Tourism Atlantic
Atlantic Canada Opportunities Agency
P.O. Box 40
Charlottetown, Prince Edward Island
C1A 7K2
Telephone: 902-626-2479
E-mail: Rob.McCloskey@acoa-apeca.gc.ca

Name of Horizontal Initiative:
International Business Development Agreement (IBDA)

Name of Lead Department:
Atlantic Canada Opportunities Agency (ACOA)

Lead Department Program Activity:
Enterprise Development (program sub-activity: Trade)

Start Date:
April 1, 2005

End Date:
March 31, 2011

Total Federal Funding Allocation (from start date to end date):
$8.4 million

Description of the Horizontal Initiative (including funding agreement):
In May 1994, ACOA entered into an agreement (Canada–Atlantic Provinces Agreement on International Business Development) with the four Atlantic Provinces, Foreign Affairs and International Trade Canada, and Industry Canada to “undertake specific measures to optimize regional coordination on a pan-Atlantic scale and combine limited resources to coordinate trade-related activities.” ¹  With an initial launch in 1994, the agreement was extended in 1997, 2000, 2005 and 2010, for a total investment of $25 million over the course of 17 years. Funding is cost-shared 70-30 between the federal and provincial governments.

In April 2011, ACOA renewed the agreement with its partners for another five years (2011-16) with a budget of $10 million ($7 million ACOA, $3 million provinces). The commitment to this IBDA, with the increased funding allocation, attests to both the agreement’s positive results and its significance for the future of the region’s international business development.

More information can be found on the IBDA website.

Shared Outcomes:
The shared outcomes for the IBDA partners support ACOA’s Trade program sub-activity and are (1) increased number of new exporters, (2) existing exporters reporting sales to new markets, and (3) existing exporters reporting increased sales to existing markets.

Between 2005 and 2010, the Agency and its partners administered over 90 projects. Clients surveyed to date have reported the following results: 23 companies started exporting; 135 exporters increased sales in existing markets; and 107 exporters expanded into new markets.

Governance Structure:
ACOA is the lead organization for this initiative and houses the secretariat responsible for administering the agreement. A management committee comprised of a representative from each of the partners is responsible for the planning and management of the agreement’s strategic elements and the evaluation of projects.

Partners

   Federal government (70% funding)

• ACOA (lead department)
• Foreign Affairs and International Trade Canada (non-funding partner)
• Industry Canada (non-funding partner)

   Provincial governments (30% funding)

• Business New Brunswick
• Nova Scotia Business Inc.
• Newfoundland and Labrador Department of Innovation, Trade and Rural Development
• Prince Edward Island Department of Innovation and Advanced Learning

Performance Highlights:
During 2010-11, the Agency and its partners approved 16 projects. The coordination of the projects on a pan-Atlantic basis provided an opportunity to streamline the funding and application approach and to simplify the administration of the projects by consolidating all the services in one office and creating a central point of control. A client survey demonstrates that 2 companies began exporting, 28 exporters increased their exporter sales in existing markets, and 26 exporters expanded into new markets.

Federal Partner	Federal Partner Program Activity	Name of Program for Federal Partner	Total Allocation (from Start to End Date)	2010-11 ($ millions)
				Planned Spending	Actual Spending	Expected Results	Results Achieved
ACOA	Enterprise Development	International Business Development Agreement	$8.4 million	1.4	0.6	New exporters: 8	2
						Existing exporters reporting sales to new markets: 20	26
						Companies reporting increased sales to existing markets: 30	28

Comments on Variances:
Spending - In addition to not having received the number of proposals projected, claims for eight projects, valued at $400,000, were not paid before April 1, 2011.

Results - Proposals received over the reporting period were mostly from existing exporters rather than non-exporters.

Results to be achieved by non-federal partners:
Same as federal partners.

Contact information:
Michel Têtu
Director General, Trade and Investment
Atlantic Canada Opportunities Agency
P.O. Box 6051
Moncton, New Brunswick
E1C 9J8
Telephone: 506-851-6496
E-mail: Michel.Tetu@acoa-apeca.gc.ca 

Name of Horizontal Initiative: Bovine Spongiform Encephalopathy (BSE) Program

Name of Lead Department(s): Canadian Food Inspection Agency (CFIA); Agriculture and Agri-Food Canada (AAFC) (2003-04 to 2007-08)

Lead Department Program Activity: Zoonotic Risks / Internal Services (CFIA only)

Start Date: 2003-04 (enhanced programming)

End Date: Ongoing

Total Federal Funding Allocation (from start date to end date): $3,601.1M (2003-04 to 2013-14) and $26.6M ongoing

Description of the Horizontal Initiative (including funding agreement): The BSE program protects human and animal health by conducting surveillance, research and risk assessments regarding BSE and other transmissible spongiform encephalopathies (TSEs) and minimizing the risk of exposure to infected materials; maintains consumer confidence through assessing the effectiveness of the risk mitigation measures and having measures in place to control any potential outbreaks; and supports market access for cattle, beef and related products through promoting and explaining Canada's BSE program to domestic and international stakeholders.

The CFIA verifies that specified risk material (SRM) is being removed from the animal feed chain and the human food chain, monitors products entering and leaving Canada for adherence to Canadian standards or the standards of the importing country, monitors for the prevalence of BSE in the cattle population (through surveillance), verifies that measures to control potential outbreaks are in place and explains Canada's BSE control measures to domestic and international stakeholders (for example, through the veterinarians abroad program) in order to maintain confidence in Canada's BSE program. Health Canada conducts research and risk assessments regarding human exposure to BSE and other TSEs, and the Public Health Agency of Canada (PHAC) carries out surveillance and targeted supporting research in this area as well. AAFC has been involved in supporting, stabilizing and repositioning Canada's beef and cattle industry, including through the provision of compensation payments to stakeholders impacted by BSE in Canada.

Year	Departments	Funding Period	Intent of Funds
2003-04	CFIA, AAFC, HC	2003-04 to 2007-08	Measures to secure the future of the Canadian beef industry
2003-04	CFIA	2003-04 to 2007-08	The removal of SRM from the food chain and re-entering export markets (referred to as the Enhanced BSE Initiative)
2004-05	CFIA	2004-05 to 2008-09	Reposition the Canadian beef and cattle industry to operate on a profitable and sustainable basis
2004-05	CFIA	2004-05 to 2008-09	Strengthen animal feed restrictions
2005-06	CFIA	2005-06 to 2008-09	Additional measures to address critical pressures facing the ruminant industry
2006-07	CFIA	2006-07	Continue the work the Agency was undertaking for the enhanced feed ban
2007-08	CFIA	On-going	Implement the enhanced feed ban restrictions
2008-09	CFIA	2008-09	Extend sunsetting elements of the enhanced BSE initiative
2009-10	CFIA, PHAC, HC	2009-10 to 2013-14	Continue work on the core BSE activities

Shared Outcome(s): Contributing to the protection of human and animal health, which supports domestic and international market access for Canadian cattle, beef and beef products.

Governance Structure(s): The CFIA is the federal lead for the delivery of the BSE Program. In 2008, a summative evaluation of the CFIA's BSE program was conducted, which noted that the governance of the program should be strengthened to enhance coordination and communication regarding BSE-related activities, both internally and with other partner organizations. The CFIA accepted this recommendation and agreed to develop options for an improved governance model to facilitate horizontal dialogue that is consistent with governance models for related horizontal initiatives. In 2010, the CFIA launched a new committee structure to bring the Agency's overall approach to governance more in line with evolving business needs. The new governance structure focuses on the importance of sharing information internally and ensures a more efficient and streamlined senior-level committee structure. It is expected that the renewed structure will foster a whole-of-Agency approach to decision-making and will support day-to-day operations across the Agency. To ensure business line perspectives are integrated into decision-making, the three senior executive-level committees are supported by four committees: Animal Health, Plant, Food and Horizontal Management.

Performance Highlights: In 2010-11, the Government continued to work on core BSE activities that contribute to the protection of human and animal health.

($ Millions)

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11
				Planned Spending	Actual Spending	Expected Results	Results Achieved
Canadian Food Inspection Agency	Zoonotic Risks Internal Services	SRM Removal from the Human Food Chain	91.5 (2003-04 to 2013-14)	9.5	7.0	Safe food. Continue the enforcement and verification of SRM removal by CFIA inspection staff.	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 2010-11 fiscal year, a compliance rate of 99.76% has been achieved in 5,023 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.
		Import Controls	2.8 (2004-05 to 2013-14)	0.3	0.4	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. Update relevant import policies and procedural directives (by priority, minimum 25% per year) to ensure compliance with regulatory requirements and CFIA domestic disease control; and to support market access by maintaining and improving Canada's animal health status and production of safe food, feed, fertilizer from imported animal origin ingredients CFIA acceptance of OIE BSE disease categorization for trading countries: negligible risk, controlled risk or undetermined risk Co-partnered scientific evaluation with Health Canada on the manufacture process of gelatine from cattle hides sourced from controlled and undetermined risk for BSE countries	Revised BSE import policy (umbrella import policy) officially signed off by Health Canada partners and Chief Veterinary Officer of CFIA. Submitted to WTO for comments (2009) and implementation (2010). 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. All Terrestrial Animal Health Division, Import Section activities support domestic disease control (EFB, 1997 FB) programs, align with international obligations, advance scientific knowledge, and support market access by maintaining Canada's domestic reputation for animal health. The CFIA continues to conduct animal health risk assessments on TSE to support the National Terrestrial Animal Health Program. The CFIA conducted a joint scientific advice on reduction of BSE infectivity in the production of bovine hide derived gelatine in collaboration with Health Canada.
		BSE Surveillance	159.9 (2003-04 to 2013-14)	15.4	18.8	Safe animals and food. 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 35,655 samples during the 2010 calendar year 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 35,655 received samples with a detection of one BSE case The CFIA explored, in a joint working group with the Government of Alberta, avenues to refine the program by having a more targeted surveillance focussed on sampling high risk category of animals. Results of the Canada-Alberta BSE surveillance pilot continue to be periodically reviewed. Further analysis to be undertaken regarding the integration of criteria being evaluated in the pilot project, into the remaining national program. The CFIA conducted national training for clarification of sampling technique and maintenance of chain of evidence for samples (from September 2010 continuing into February 2011).
		Cattle Identification	29.2 (2003-04 to 2013-14)	2.8	2.2	Safe animals and food. 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 abattoir operators are routinely verified in order to ensure all cattle received bear an approved tag. In the 2010- 2011 fiscal year, a compliance rate of 99.76% was achieved in over 1,265 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. 8,848 visits were performed. <0.7% of visits were reported as in violation. 98% of cattle were tagged. The CFIA's livestock identification and traceability program has performed extensive work on: training material and a Manual of Procedures for the implementation of compliance verification system (CVS) in the program; a livestock traceability data sharing agreement with Manitoba Agriculture, Food and Rural Initiatives; an epidemiological, disease control and compliance verification perspective of acceptable enhancements to the cattle traceability system; a revised tag approval and revocation framework with the objective of improving the performance of approved tags; program delivery and design options in order to meet ministerial expectations with respect to livestock traceability; a legislative framework which will provide stronger traceability regulatory-making authorities; and, a single-window initiative through which authorized used would have access to traceability data collected in multiple databases in order to enhance our ability in managing a sanitary issue and verifying compliance.
		Export Certification	53.2 (2003-04 to 2013-14)	5.7	3.4	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 promoting 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.
		Enhanced Feed Ban	241.0 (2004-05 to 2013-14) plus 26.6 ongoing	26.6	16.8	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 (without benefit of any additional funding) 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. During 2010-11, the CFIA continued to monitor fertilizer and supplement products as possible SRM outlets unless its use was authorized by a permit issued under the Health of Animals Regulations. These permits continued to be issued on a case-by-case basis and included requirements for processing the material (e.g. composting) as well as conditions for its final disposal (i.e. use on non-food, non-feed and non grazing land) to mitigate against potential risks to human, animal health and the environment. As an added measure, a marketplace monitoring program targeting proper record keeping and recall procedures was put in place to ensure manufacturers, distributors, importers and sellers could expedite an effective product recall if necessary. During 2010 calendar year, 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. Performance Summary: Feed inspections in the 2010 calendar year: Commercial Feed Mills: 4884 tasks were performed at 460 facilities; Rendering Facilities: 884 tasks were performed at 45 facilities; and Retail: 2473 tasks were performed at 468 facilities. Farms: 332 tasks were performed at 73 facilities Renewed and issued a total of 1,401 permits for the control of SRM in Canada
		Technical Market Access Support	44.1 (2004-05 to 2013-14)	5.0	1.8	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 to 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 multi-lateral level, the CFIA is maintaining the official designation as a BSE Controlled Risk country through the evaluation process of the 176 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.
		Establish-ment Review	2.3 (2004-05 to 2006-07)	-	-	Not Applicable	Not Applicable
		Over-supply of Aged Cattle	0.3 (2004-05)	-	-	Not Applicable	Not Applicable
		Meat Inspection Reform	9.2 (2005-06 to 2007-08)	-	-	Not Applicable	Not Applicable
CFIA's Subtotal			633.5 (2004-05 to 2013-14) plus 26.6 ongoing	65.3	50.4
Public Health Agency of Canada	Surveillance and Population Health Assessment + Public Health Surveillance +	Prion Diseases Program	7.9	0.8	0.8	Ongoing prospective surveillance of all human TSEs in Canada, to ensure that risks of zoonotic (animal-to-human) and secondary (human-to-human) infectious transmission of these diseases are closely monitored, promptly investigated, thoroughly characterized, and appropriately mitigated.	The PHAC Creutzfeldt-Jakob Disease Surveillance System (CJDSS) continues to conduct comprehensive national surveillance of human TSEs – detailed statistics can be found at http://www.phac-aspc.gc.ca/hcai-iamss/cjd-mcj/cjdss-ssmcj/stats-eng.php. All forms of human TSE – sporadic, genetic, and those acquired by infectious transmission – continue to be detected in Canada, as a direct result of the high-quality laboratory services and non-laboratory support provided to Canadian health professionals by the CJDSS. In the last calendar year (2009) for which CJDSS data are complete, the estimated mortality rate for all human prion diseases in Canada was 1.57 per million, which is consistent with international benchmarks. A case of variant Creutzfeldt-Jakob disease (the second to date in a Canadian resident) was confirmed by the CJDSS in February 2011 (see http://www.phac-aspc.gc.ca/ccdrw-rmtch/2011/ccdrw-rmtcs1011r-eng.php). The case was found to be an imported one, confirming the absence of negative implications for the safety of Canadian beef. Research continues with the goal of developing improved methodologies for detection and diagnosis of human and animal prion disease – for example, the PHAC Prion Diseases Program has discovered potential urine-based biomakers for BSE; and the CJDSS has completed a 6-year prospective study of the accuracy of biomarkers in cerebrospinal fluid for diagnosis of human prion disease.
PHAC's Subtotal			7.9	0.8	0.8
Health Canada	Health Products	Risk Assessment and Targeted Research	44.0	4.4	3.5	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. To track and assess all ingredients in each application, which are sourced from animal tissues, with regards to BSE risk. Increased expertise and knowledge of BSE/TSE science, risks and product surveillance.	Health Canada 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 80 new and 210 generic drug submissions were reviewed with a percentage, approximately 15%, being contracted out for review. In addition, 250 Notifiable Change Applications and 15 Drug Master File submissions were reviewed by contractors. All applications assessed for animal tissue sources. To date, approximately. 32% of product licences issued (equal to 9,176 product licences) list an active bovine or cattle animal tissue form. This includes 2,088 product licences that were issued in 2010, and 496 issued so far in 2011. Pre-market review activities of biologics with accompanying risk assessments for variant CJD (human equivalent of mad cow disease) and or for BSE. These activities are conducted as part of the biologics review process to verify that animal-derived materials that are being used in the manufacture of biologics have low risk for transmission of BSE to Canadian population. Activities related to the development of risk management strategies for mitigating risk of BSE and vCJD in blood products (post-market with PHAC). Ongoing oversight or surveillance to determine the need for deferrals when evidence becomes available on potential risk of transmission of BSE and vCJD. Appropriate risk management actions are put in place in consultation with PHAC. Scientific and clinical input to policies related to managing vCJD risk (vCJD Directives and ongoing analyses of relevancy of travel deferrals for exposure of Canadians to BSE risk). Ensure that new scientific and clinical evidence are incorporated into the development or revision of directives on vCJD to minimize the exposure of Canadians to BSE risk. International collaborative efforts to harmonize strategies for managing BSE and vCJD risk of biologics. Sustain collaboration with international partners to ensure sharing of scientific and clinical information and forge development of harmonized strategies to deal with identified risk of transmission of BSE in biologics. Update of BGTD's"Draft Guidance Document: Regulatory Requirements to Minimize the Risk of Transmission of Transmissible Spongiform Encephalopathies (TSEs) via Animal-Sourced Materials used in the Manufacture of Schedule D (Biologic) Drugs" to reflect the information contained within the revised WHO document entitled "Tables on Tissue Infectivity Distribution in Transmissible Spongiform Encephalopathies".
		Compliance and Enforcement *	1.0 (2003-04 to 2007-08)	-	-	Not Applicable	Not Applicable
		Product Assessment *	6.2 (2003-04 to 2007-08)	-	-	Not Applicable	Not Applicable
		Tracking and Tracing *	3.1 (2003-04 to 2007-08)	-	-	Not Applicable	Not Applicable
	Food and Nutrition	Risk assessment and targeted research	18.1	1.8	1.3	Outcome: Increased expertise and knowledge of BSE/TSE science, risks and product surveillance. Output/Activities: Conduct consultations with stakeholders, external collaborations/research and training and conferences attendance. The BSE Summative Evaluation was originally planned to be conducted in 2009-10, but was delayed until 2010-2011 because of the one-year extension of funding. The Summative Evaluation is expected to be completed in 2011-2012.	Health Canada (HC) continues to conduct risk assessments and unique research projects on TSE in collaboration with external partners (CFIA, Germany, and France) to generate novel and critical data related to the pathogenesis of BSE, TSEs, and specified risk material to support hazard characterization, risk assessment and standard setting. Also, HC continued its scientific and consultative role as a member of Canada's national and international delegations for BSE and TSEs The BSE Summative Evaluation Planning was done in 2010-2011 for a cost of $50K salary. The Summative Evaluation will be contracted in fiscal year 2011-2012 for $160K O&M and managed for $50K salary.
CFIA's Subtotal			72.4	6.2	4.8
Total			3,601.1 (2003-04 to 2013-14) and 26.6 ongoing**	72.3	56.0

+ PHAC: In the 2010-11 RPP, incorrect descriptive information was entered for the Public Health Agency of Canada's Prion Diseases Program in columns 12 and 13 of Table 9c. In the present version of the table, the correct information has been provided.

*Health Canada: Funding sunsetted in 2007-08.

**Note: The total federal funding allocation includes funding for AAFC ($2,887.3M), CFIA ($633.5M plus $26.6M ongoing), Health Canada ($72.4M) and PHAC ($7.9M). A table outlining planned and actual spending for AAFC is not included in the RPP or DPR as their resources sunsetted in 2008-09.

Comments on Variances:

CFIA: The variance between Planned Spending and Actual Spending is related to funding reallocated to expenditures that support this initiative, along with other Agency priorities. While efforts are made to meet the intended program objectives, reallocation occurs to deal with items which take precedence at the time.

AAFC: No variance required.

PHAC: No variance required.

Health Canada: HC underspent BSE funding by $1.4M in 2010-11 for a number of reasons. Following a retirement, a senior advisor position became vacant for approximately one year and many meetings and follow-up contracts were delayed until FY 2011-12 when the position was staffed. A BSE evaluation planned for 2010-11 was delayed until 2011-12. A realignment of responsibility in 2010-11 prevented full expenditure in some areas.

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

Contact information:

Canadian Food Inspection Agency
Colleen Barnes
Executive Director
Domestic Policy Directorate
613-773-5901

Agriculture and Agri-food Canada
John Ross
Director, Animal Industry Division
613-773-0220

Public Health Agency of Canada
Dr. Michael Coulthart
Director, Prion Diseases Program
Prion Diseases Program
204-789-6026

Health Canada
Scott LeBrun
A/Director
Strategic Planning and Accountability Division
Health Products and Food Branch, Health Canada
613-952-6178

Name of Horizontal Initiative: National Aquatic Animal Health Program (NAAHP)

Name of Lead Department(s): Canadian Food Inspection Agency (CFIA) and Fisheries and Oceans Canada (DFO)

Lead Department Program Activity: Animal Health Risks and Production Systems (CFIA); Aquatic Animal Health (DFO)

Start Date: April 1, 2005

End Date: Ongoing

Total Federal Funding Allocation (from start date to end date): $59.0M (2005-06 to 2009-10) and $10.3M ongoing

Description of the Horizontal Initiative (including funding agreement): The NAAHP goal is to protect Canada's aquatic animal's resources and productivity by preventing the introduction and spread of aquatic animal diseases and by maintaining the seafood industry's competitiveness in international markets. This is in line with the Government of Canada's priority to protect the natural resources of Canada and economic stability. The Agency's priority in this area is a safe and sustainable animal aquatic resource base.

Shared Outcome(s): Sustainable Aquatic Resource Productivity and Internationally Competitive Aquatic Animal Resource Base Industry, which will allow trade to continue and expand.

Governance Structure(s): The CFIA is the federal lead for delivery of the NAAHP in collaboration with DFO. Respective federal roles and responsibilities are outlined in a Memorandum of Understanding (MOU). The Animal Health Business Line and the Horizontal Steering Committee for Aquatic Animal Health are responsible for monitoring the financial governance within the CFIA budget. An Executive Steering Committee at the Assistant Deputy Minister (ADM) level from both organizations, is responsible for the strategic direction, monitoring and analysis of the NAAHP implementation. At the Federal, Provincial and Territorial (FPT) level, the Canadian Council of Fisheries and Aquaculture Ministers (CCFAM) has oversight over the program through a working group with the CFIA. There is also an industry/Federal/Provincial/Territorial advisory committee, the Aquatic Animal Health Committee, that meets annually to guide the development of the program.

Performance Highlights: Regulations were amended to protect the health of aquatic animals in December 2010 and January 2011. To implement these amendments, the mandatory notification was put in place and progress was made on the establishment of an Aquatic Animal Health Import Program for December 2011. Discussions continued with different partners to ensure their information needs were met under the legislative implementation of the NAAHP.

($ Millions)

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11
				Planned Spending	Actual Spending	Expected Results	Results Achieved
Canadian Food Inspection Agency	Animal Health Risks and Production Systems Internal Services	National Aquatic Animal Health Program	32.1 (2005-06 to 2009-10) and 6.3 ongoing	6.3	4.9	Products exported from Canada meet requirements imposed by foreign countries. Protection of the National Aquatic Animal Health (NAAH) System. Develop and establish an import system for products meeting Canadian standards.	The Aquatic Animal Health Division (AAHD) continued to provide market access for Canadian aquatic animals and seafood products through country to country negotiations. Through successful revisions to regulations supporting the National Aquatic Animal Health Program (NAAHP) in December 2010 and January 2011, the CFIA can now receive and respond to any suspected or confirmed cases of the 20 reportable diseases and 15 immediately notifiable diseases for aquatic animals. Work continued on the implementation of the Aquatic Animal Health Import Program for December 2011 to ensure compliance with Canadian requirements. The CFIA continued to work with its partners such as industry, provinces, territories and Aboriginal organizations to ensure that their information needs were met under the legislative implementation of the NAAHP by leading and participating to meetings with the industry, provinces and territories; developing and distributing materials; and organizing consultations on program activities. The CFIA continued to conduct aquatic animal health risk assessments related to: import/ export; aquatic animal health diseases; scientific advice; and, evaluation of the disease status of countries, zones and regions.
CFIA's Subtotal			32.1 (2005-06 to 2009-10) and 6.3 ongoing	6.3	4.9
Department of Fisheries and Oceans	Aquatic Animal Health	National Aquatic Animal Health Program	26.9 (2005-06 to 2009-10) and 4.0 (2010-11) ongoing	4.0	3.8	Diagnostic tests developed and validated to OIE requirements. Operational Laboratory Information Management System (LIMS). Amendment of the Fish Health Protection Regulations (FHPR). Capacity for diagnostic testing.	Development and validation of diagnostic tests are proceeding on a top down priority basis, on track. LIMS development is progressing. Planned date for national roll out is Fall 2011. Work continued on the FHPR amendments to coincide with coming into force by CFIA of the Aquatic Animal Health Import Program in December 2011. Laboratory capacity is commensurate with resource base at the three DFO NAAHP laboratories.
DFO's Subtotal			26.9 (2005-06 to 2009-10) and 4.0 (2010-11) ongoing	4.0	3.8
Total			59.0 (2005-06 to 2009-10) and 10.3 ongoing	10.3	8.7

Comments on Variances:

CFIA: This variance is due to amounts being reallocated corporately and because of staffing delays. Delays in consultations, translation, training and procurement also contributed to the lapse.

DFO: No explanation necessary.

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

Contact information:

Canadian Food Inspection Agency (CFIA)
Annie R. Champagne
Director
Aquatic Animal Health Division
(613) 221-3779

Department of Fisheries and Oceans (DFO)
Stephen J Stephen
Director
Biotechnology and Aquatic Animal Health Science Branch
(613) 990-0292

Name of Horizontal Initiative: Government Response and Action Plan to the 2008 Listeriosis Outbreak

Name of Lead Department(s): Canadian Food Inspection Agency (CFIA); Health Canada (HC); and, Public Health Agency of Canada (PHAC)

Lead Departments Program Activity: CFIA: Food Safety and Nutrition Risks; HC: Food and Nutrition; and, PHAC: Surveillance and Population Health Assessment

Start Date: 2009-10

End Date: 2011-12

Total Federal Funding Allocation (from start date to end date): $75.0M (2009-10 to 2011-12)

Description of the Horizontal Initiative (including funding agreement): The objective of this horizontal initiative is to address recommendations made in the report by the government-appointed Independent Investigator, Sheila Weatherill, who reviewed the circumstances leading to the 2008 Listeriosis outbreak in Canada. The Government developed an action plan based on three thematic areas: address immediate food safety risks, enhance surveillance and early detection, and improve Government response to food-borne illness outbreaks in Canada.

To implement the action plan, the three federal organizations – CFIA, HC, PHAC – received a total spending authority of $75.0 million over three years (CFIA: $46.8 million, PHAC: $17.7 million, and HC: $10.5 million). Each federal organization has identified the resource requirements, strategic outcomes, objectives and implementation plan for each thematic area. Implementation of this horizontal initiative will further enhance Canada's food safety system.

Shared Outcome(s): Address Immediate Food Safety Risks by hiring and training new Ready-to-Eat (RTE) meat inspection staff, updating food safety programs and directions to industry, building 24/7 capacity for health risk assessments, and improving electronic access for inspection staff.

Enhanced Surveillance and Early Detection by upgrading (web-based) national public heath surveillance system, improving detection methods for Listeria, enhancing laboratory testing capacity, and improving laboratory diagnostic tools.

Improve Government Response to Food-borne Illness Outbreaks in Canada by strengthening federal leadership capacity for outbreak response, revising the national Foodborne Illness Outbreak Response Protocol (FIORP), improving risk communication during food-borne emergencies, targeting communications to vulnerable populations, and improving public access to integrated Government of Canada food safety information.

Governance Structure(s): Responsibility for the implementation of the recommendations made by the Independent Investigator is based on the mandates of the CFIA, HC, PHAC. In addition, the Deputy Minister of AAFC chairs a special committee of deputy heads from CFIA, HC and PHAC which provides recommendations to improve the ways the organizations work together to deliver their food safety mandates. The CFIA, PHAC, HC, and AAFC work horizontally through a governance structure to implement and monitor the implementation of the recommendations.

The governance framework includes an ADM-level Committee on Food Safety (ADM-CFS) that is supported by a DG-level committee. The ADM-CFS receives support and direction from the AAFC, CFIA, PHAC, and HC deputy heads. Furthermore, each department monitors the implementation of the recommendations through a department specific governance structure that includes inter-branch director-level, executive director or DG-level, vice-president or ADM-level, and senior management-level committees.

Performance Highlights: Key performance results achieved by CFIA, HC, and PHAC include clarified roles and responsibilities, enhanced coordination of oversight of food safety among federal partners and industry, and improved communication among federal partners, industry and the public on food safety issues. These achievements have led to improved management of risks associated with Listeria in RTE meats and better prevention of foodborne illnesses in Canada.

($ Millions)

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11
				Planned Spending	Actual Spending	Expected Results	Results Achieved
Canadian Food Inspection Agency	Food Safety and Nutrition Risks Internal Services	Hiring of Inspection staff in Ready to Eat Meat Facilities	21.3	10.3	7.1	Improved management of Food Safety risks.	The Government made funds available to hire 70 full-time inspectors. As of January 2011, the CFIA had hired all 70 inspectors. As a result, management of food safety risks has been improved in federally regulated ready-to-eat meat facilities.
		Scientific and technical training programs	11.6	4.3	4.1	Enhance scientific and technical knowledge among RTE meat inspection staff in all federally registered meat establishments.	The CFIA has completed an assessment of training needs and has developed a new national training plan for meat processing plant inspectors. The plan includes a new course curriculum that incorporates instruction in required skills and facilitates continual training for both new and incumbent inspectors. The enhanced training is now being delivered on an ongoing basis.
		Enhanced connectivity of Inspectors	3.0	1.0	0.2	Improved and timely documentation and communication of inspection results.	The CFIA has increased the use of laptops and cell phones and has provided faster network connectivity. In addition, a pilot project completed on April 1, 2010 assessed whether inspectors – particularly those in remote areas – could benefit from wireless technology, which would allow them secure access to the CFIA computer network applications. The pilot project results informed CFIA's plan for the first phase of a new system to improve connectivity. The new system will improve communication and provide inspectors with better access to information to support decision-making. The project to deliver wireless technology is currently in the execution phase and the installment of the supporting infrastructure was completed by March 31, 2011. In 2011-2012, CFIA will deploy the wireless devices to the identified inspectors.
		Enhanced Food Safety Program Risk Management	4.6	1.8	1.9	Review of food safety programs and directives to apply similar lessons learned.	The CFIA works to review and update its programs, regulations and directives on an on-going basis. In April 2011, CFIA began developing a framework, as well as business processes that will facilitate the routine updating of manuals. These manuals provide information on program requirements to CFIA staff, including guidance to CFIA staff and regulated parties regarding the interpretation of legislation, regulations, and related policies, and what is required to achieve compliance.
		Improve test detection methods for Listeria and other food-borne hazards	1.2	0.5	0.8	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 of results.	The CFIA continues to improve and validate detection methods for Listeria in meat products and in the meat processing environment to reduce the time required to test samples and enable more rapid response during food safety investigations. The CFIA validated three rapid methods in 2010-11 that are currently undergoing technical review to determine if these methods are suitable for regulatory testing for product and/or environmental testing.
		Additional Listeria testing	4.1	1.4	1.3	Conduct additional Listeria testing to contribute to improved decision making and earlier detection and faster response to potential foodborne illness outbreaks.	The CFIA's laboratory capacity was enhanced to enable testing of additional RTE meat and environmental samples, which were planned as a result of the updated Listeria Directives. As well, the funding enabled the purchase of environmental test kits, which are used to conduct environmental sampling to identify the presence of Listeria in the processing environment.
		Government of Canada food safety portal	1.0	0.3	0.5	Improve public access to integrated Government of Canada food safety information.	The Government of Canada's online Food Safety Portal (www.foodsafety.gc.ca) as a one-stop source of information about food safety and foodborne illness. The food safety and foodborne illness information initiatives developed by CFIA, PHAC and HC can now be found on the Portal along with links to CFIA, PHAC and HC websites. To raise awareness on the Food Safety Portal, CFIA issued a social media news release that encouraged individuals to share information about the Portal online by using social media book-marking and tagging options. As well, the Agency participated in six food related events and exhibits between May 2010 and March 2011 to promote the Food Safety Portal and raise awareness of safe food-handling practices and recall procedures.
CFIA's Subtotal			46.8	19.6	15.9
Public Health Agency of Canada	Surveillance and Population Health Assessment	Surveillance of Infectious Disease	2.9	1.3	1.0	Strengthen laboratory diagnostic and networking tools.	PulseNet Canada is a key PHAC program that utilizes laboratory DNA fingerprinting technology to perform surveillance for food-borne disease, detect outbreaks at the earliest possible stage, and to serve as a primary data sharing and communications link between all provincial public health laboratories, the Canadian Food Inspection Agency, Health Canada, and the Public Health Agency of Canada (PHAC). The goal of PulseNet Canada and these member agencies is to identify the emergence of food-borne illness (both regionally and nationally) and to help identify the contaminated food source so that public health and food safety responses can then be initiated. PulseNet Canada is currently developing a comprehensive online training program, and is continuing to expand and improve its training and certification programs to new and existing member laboratories to ensure that lab capacity exists across provincial and federal laboratories The PulseNet Canada DNA fingerprinting method used to detect and confirm the emergence of food-borne outbreaks has the benefits of being applicable to a wide range of food-borne pathogens. The resulting laboratory data can be readily shared and jointly analyzed between PulseNet Canada members. This method will continue to be used in the future. In addition, public health investigators have recognized that the latest generation of genomics technologies will revolutionize the diagnosis, surveillance and control of disease through vastly improved molecular epidemiologic investigation of food-borne pathogens. Genomics was formerly a research tool and technological advances have made whole-genome sequencing feasible and suitable for use in public health investigations of bacterial diseases. Within the programs instituted at the National Microbiology Laboratory through this initiative, PHAC is now acknowledged as an international innovator for the use of public health genomics and continues the pursuit of public-health ready versions of these emerging laboratory technologies.
	Public health Preparedness and Capacity	Public Health Tools	4.5	1.5	1.0	National public health surveillance tools and platforms.	To implement its commitments, PHAC initiated defining, documenting and validating PHAC and provincial/territorial (P/T) requirements for pan-Canadian management of food-borne outbreaks using electronic systems. PHAC worked with subject matter experts to define these requirements so that corresponding functionalities within the Panorama system could be improved. For the purposes of this project, it was determined that information sharing agreements would not be required as artificial data will be used to test the system. The work encountered unplanned delays due to prolonged unavailability of Panorama governance structure, which was revived through PHAC leadership after about nine months. The current project and the insights gained from participating in the Panorama governance have drawn the conclusion that it is highly improbable for a sole electronic system to be used for the collection and analysis of public health data. Since it is recognized that PHAC and its P/T partners will always be using multiple electronic systems for such purposes, it is therefore critical for the forward strategy to provide leadership and support in the area of data and systems interoperability standards. This will facilitate the seamless and standardized collection and transmission of public health data, particularly during emergency and outbreak situations.
	Public health Preparedness and Capacity	Emergency Preparedness	4.2	1.6	1.3	Develop an operational framework that provides procedures and guidance to the Health Portfolio for the coordination and management of food-borne illness emergencies.	The Public Health Agency of Canada (PHAC), in consultation with Health Canada and the Canadian Food Inspection Agency, developed a Food-borne Illness Emergency Response Plan (FIERP) for food-borne illness outbreaks requiring a response beyond the scope of the Foodborne Illness Outbreak Response Protocol (FIORP). The FIORP is the existing national technical and operational protocol that is used in the investigation and management of any food-borne illness outbreak involving more than one province/territory or country. The FIERP builds on the FIORP, which was updated in 2010, and sets out the principles for Health Portfolio management of a food-borne illness emergency and makes use of a common incident command structure. Once endorsed at the federal level, the FIERP will be exercised in conjunction with the FIORP (2010) in a national multi-lateral exercise in 2011-12.
	Disease and Injury Prevention and Mitigation	Food-borne, Environmental and Zoonotic Diseases	2.8	1.0	1.1	Revise and modernize the Food-borne Illness Outbreak Response Protocol (FIORP).	Following extensive consultations with federal, provincial and territorial (F/P/T) partners, the Food-borne Illness Outbreak Response Protocol (FIORP) was updated, and endorsed by the F/P/T Deputy Ministers of Health and Agriculture, the F/P/T Food Safety Committee and the Council of Chief Medical Officers of Health in June 2010. The revised protocol includes clearer language and guidance for improved coordination of public communications among F/P/T partners, and an appendix that discusses communicating with the public and with those at greater risk. The FIORP (2010) also provides an enhanced description and a template for guidance of the post-outbreak review process. The process includes confirmation of the outbreak's cause, proposed measures to prevent reoccurrence, assessment of the effectiveness of outbreak-control measures and evaluation of utilized processes and methods. Three post-event reviews have been conducted since the FIORP (2010) was finalized in June 2010. The results of post-event reviews will be used to evaluate the FIORP and make required changes. Bilateral FIORP (2010) exercises were held with each province and territory from January to April 2011, in order to test the FIORP and to support related knowledge development. These exercises included testing for communication gaps, assisting with knowledge development, and strengthening networks among communication partners. A national multi-lateral exercise of the FIORP (2010) will be held in 2011-2012.
	Regulatory Enforcement and Emergency Response	Health Emergency Response Team	3.3	1.5	1.1	Pilot test a surge capacity model of qualified public health experts.	An inventory of knowledge and skill sets required to detect and respond to food-borne illness events was created and validated, and a gap analysis was completed. This informed the scope of the Public Health Reserve pilot and the training strategy. In consultation with internal and external public health experts, the Public Health Reserve framework was developed, and will be tested and assessed in 2011-12 through various training and exercise events. The outcomes of the assessment will support recommendations for the Public Health Reserve concept. The project also supported planning of the Field Services Training Institute (FSTI) 2011 event, which included training of FSTI facilitators and development of course materials related to food-borne illness surveillance and response. Internal partners have been engaged to support the strategic development and implementation of the pilot (e.g., administrative models, Memoranda of Understanding, etc). The data requirements gathering process for the reserve database/web application was completed, which will support the application development. This database will be used to support surge capacity requirements.
PHAC's Subtotal			17.7	6.9	5.5
Health Canada	Food and Nutrition	Build health risk assessment capacity	4.9	1.5	1.5	HC will continue to enhance its ability to provide risk assessments, based on the best available science and risk modelling methods to strengthen prevention and response to food safety incidents.	HC hired 5 additional, specialized experts, trained and cross-trained more staff to conduct risk assessments, and enhanced the procedures used to support the CFIA during its food safety investigations. This included clarification of timelines in the Health Risk Assessment (HRA) process. All HRAs have been conducted within established service standards (less than 8 hours for the highest risk category of assessments). Health Canada continued to prioritise the review and approval of novel processes and applications with demonstrated food safety benefits, which are under its regulatory oversight. In order to enable prioritization of approvals of food safety interventions with proven health benefits, Health Canada has developed a policy which provides guidance and criteria to assist industry in identifying these interventions when seeking pre-market approval. This policy was posted on Health Canada's website in January 2011. Specific eligibility criteria have been developed and will be used to determine which applications would be subject to priority handling. In addition, Health Canada is assessing other areas where regulatory modernization would contribute to shortening approval timelines for safe additives and other food safety interventions. For instance, Health Canada has initiated a streamlined approach to publishing its intent to amend regulations to allow the use of certain food additives. The approach consists of web posting consultations of intended amendments and notify trading partners while the drafting of the regulations is underway. Publication in Canada Gazette Part II of the final regulations would proceed once stakeholders comments are addressed. As result of these streamlined processes, two "High Pressure Treatment" processes and a new food additive aimed to reduce microbial contamination of foods, were reviewed and approved in 2010-11. Health Canada finalized and published a guidance document on the weight of evidence needed to support appropriate and timely actions to protect consumers during foodborne illness outbreak investigations.
		Improve test detection methods for Listeria and other foodborne hazards	3.6	2.2	2.2	HC will continue to have a suite of rapid, validated analytical tools available to industry and government partners, to allow early detection of hazards , reducing the exposure of Canadians in a food safety emergency.	An enhanced method for isolation of Listeria (results in 3-5 days instead of the former 7-10 days) has been developed and is currently being validated for different food commodities/categories by Health Canada and the CFIA. Industry and other stakeholders will be notified when the validated method is published in the Microbiological Methods Committee's Compendium of Analytical Methods. 13 methods for Listeria have been updated in the Compendium of Analytical Methods. These methods will be used by both industry (to demonstrate compliance with the new requirements) and by the CFIA (in its enforcement activities). Listeria methods were given priority for validation. This will be expanded to other microbiological methods in the near future HC began collaborating with the National Research Council (NRC) in a multi-year project to develop a microchip-based laboratory method for Listeria which would allow results in 48hrs Rapid purification and screening of priority toxins including mycotoxins, phycotoxins and process induced toxins in food and feed stocks have been and are being developed. These methods allow for the detection and quantification of toxins in hours rather than days and have the capability to be multiplexed to detect several toxins in one analysis. Immunological reagents used in these assays have been developed and characterized for six priority toxins are currently being developed into assays and purification tools. Once methods are validated and published, they will be made available to stakeholders through posting on the Health Canada website. An enhanced mass spectrometry method using multiple reaction monitoring has been developed to simultaneously detect and quantify 23 mycotoxins and metabolites in a single sample. This multiplex method is currently being validated and will allow for increased sampling and data collection for risk assessment.
	Marketing and Communications	Safe Food Handling Social Marketing Strategy	2.0	0.7	0.7	HC will deliver the second year of the Safe Food Handling social marketing strategy to three at-risk groups: older adults, pregnant women and those with compromised immune systems, building awareness among these groups that they are at higher risk and communicating safe food handling practices specific to their needs.	For each audience, educational resources were developed and made available in both printed and electronic formats. Outreach activities focused on raising awareness of the safe food handling messages found within these publications through print and web advertising. In addition, web content and web interactive tools were developed to help all consumers learn about safe food handling practices in the home and grocery store. Communications activities were strengthened with 2-3 monthly Food Safety related Information Updates distributed to media, tweeted to 10,700+ followers and emailed to 200 stakeholders. Results achieved this year specific to each audience included: Adults 60+: Articles and print ads in targeted publications such as the seniors edition of Reader's Digest and Bel Age, with a readership total of over 5 million people; Just under 500,000 booklets distributed through magazines and partnerships with Meals on Wheels; Distribution of 35,000 posters to health professionals who treat older adults; Insertion of 400,000 brochures in Old Age Security mailings; and YouTube video with 920 views. Pregnant Women: Strategic alliance with Thyme Maternity provided 300,000 booklets for point of purchase distribution at 76 stores nationally; Articles and print ads in magazines directed to pregnant women, such as Expecting Magazine and C'est Pour Quand? with a readership total of over 5 million people; Distribution of 35,000 posters to family doctors, obstetricians and midwives; Web advertising on pregnancy and women's health Web sites; and YouTube video with 4,025 views Immunocompromised: Distribution of 22,750 booklets through disease associations; Distribution of 20,000 posters to specialized health practitioners and cancer clinics; Articles and print ads in targeted publications, such as Best Health; Web advertising on health Web sites; and YouTube video with 891 views.
HC's Subtotal			10.5	4.4	4.4
Total			75.0 (2009-10 to 2011-12)	30.9	25.8

Comments on Variances:

CFIA: The variance in relation to hiring inspectors was due to the timing of funds being released and gaps in the timing of hiring inspection staff. Some inspectors accepted job offers as late as January. In addition, inspector hiring occurred in several areas and regions at different paces.

The variance in relation to enhancing the connectivity of inspectors was due to the fact that the pilot project was not rolled out to other inspectors because of concerns around costs and long term funding. Now that additional funding has been secured through budget 2011 for inspector modernization, the roll out of the connectivity solution is expected to be completed by March 31, 2012.

PHAC: The Public Health Agency of Canada encountered unexpected and prolonged delays in securing staff and contractor resources which impeded progress of the files. Additionally, the restructuring of a national advisory council placed unexpected strains on the advancement of the initiative.

Health Canada: There were no planned spending amounts identified in the 2010-11 RPP for this initiative. The amounts shown are based on the funding received through the supplementary estimates.

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

Contact information:

Canadian Food Inspection Agency
Theresa Iuliano
Senior Director
Policy and Strategies Division
Policy and Programs Branch
(613) (773) 5827

Health Canada
Sylvain Gauthier
Planning Analyst
Policy, Planning and International Affairs Directorate
Health Products and Food Branch
(613) 960-0553

Name of Horizontal Initiative: Invasive Alien Species (IAS)

Name of Lead Department(s): Canadian Food Inspection Agency (CFIA)

Lead Department Program Activity: Plant Health Risks and Production Systems

Start Date: 2010-11

End Date: Ongoing

Total Federal Funding Allocation (from start date to end date): $95.0M (2010-11 to 2014-15) and $19.0M ongoing

Description of the Horizontal Initiative (including funding agreement): Invasive alien species (IAS) are those species introduced by human action outside their natural distribution (past or present), that threaten the environment, economy, or society, including human health. Annually, IAS causes billions of dollars in direct losses, control costs, increased production costs and lost market access. The annual impact of IAS is estimated to be as much as $20 billion to the forest sector, $7 billion for aquatic invasive species in the Great Lakes, and $2.2 billion for invasive plants alone in the agricultural sector. IAS have gained international attention as globalization, climate change, and increases in international trade have elevated the risks of IAS introductions.

In recognition that responding to IAS is a shared responsibility, "An Invasive Alien Species Strategy for Canada" was adopted in 2004 by federal, provincial and territorial resource ministers as a national coordinated approach toward prevention and management of IAS. The objective of the Strategy is to initiate implementation of the priority objectives (i.e. prevention, early detection and rapid response to new invaders and management of established and spreading invaders) and will be met through contributions to work in five thematic areas: Risk Analysis, Science and Technology, Legislation, Regulation and Policy, Engaging Canadians and International Cooperation. Environment Canada is the lead for invasive animal species; the Department of Fisheries and Oceans leads the aquatic invasive species issues; the Canadian Food Inspection Agency leads for invasive plants and other plant pests; and, Natural Resources Canada leads for forest pests.

Budget 2010 allocated $19 million per year to Environment Canada, the Department of Fisheries and Oceans, National Resources Canada and the Canadian Food Inspection Agency (CFIA) to continue implementation of the Government of Canada's IAS Strategy as well as maintain and enhance the advances made in the previous five years in invasive alien species activities. Ongoing implementation of the IAS Strategy is critical to continue the protection of Canada's ecosystems and resource-based economy.

Shared Outcome(s): Continuing the implementation of the Invasive Alien Species Strategy for Canada is essential to protect Canada's aquatic and terrestrial ecosystems and their native biological diversity as well as domestic plants and animals from the risks of invasive alien species. The key outcomes of the Strategy are the prevention and management of IAS in a manner that ensures environmental sustainability, economic competitiveness and societal well being.

Governance Structure(s): The government-wide IAS Strategy involves the Department of Fisheries and Oceans, Environment Canada, Natural Resources Canada and the Canadian Food Inspection Agency. The departments and agencies are committed to ongoing collaboration on IAS issues. Federally, coordination continues to be discussed through the Directors' General Interdepartmental Committee on Invasive Alien Species. Currently, the governance model for the National IAS Strategy is under revision. Nevertheless, inter-jurisdictionally, federal-provincial-territorial (FPT) cooperation on IAS issues continue under the auspices of the annual joint meeting of Resource Ministers' Councils for wildlife, forests, fisheries and aquaculture, and endangered species, as well as associated meetings of Deputy Ministers and Assistant Deputy Ministers. The Minister of Agriculture is the lead federal Minister responsible for responding to invasive alien plants and plant pests. Efforts will continue to seek the full engagement of federal, provincial, and territorial Ministers of agriculture and facilitate their participation in addressing invasive alien species.

Performance Highlights: The Departments of Fisheries and Oceans Canada, Environment Canada, Natural Resources Canada and the Canadian Food Inspection Agency worked collaboratively on a successful submission to Treasury Board to acquire funding to continue implementing their respective contributions to the National IAS Strategy. Work toward meeting the objectives of the Strategy resulted in the initiation and advancement of key projects within the thematic areas for each partner as specified in section 18 of the tables. Work to revise the governance structure for the IAS strategy to enhance engagement and communication was undertaken. Notable among cooperative projects between and among the groups were the initiation of a decision support framework for forest IAS (FIAS) as a joint endeavour between the CFIA and NRCan, initial review of IAS Partnership program propsals for the 2011-2012, and completion of the Canadian Invasive Plants Framework document and initiation of the national Invasive Plants Early Detection and Rapid Response plan. Engagement with other governments (federal, provincial, territorial, municipal and international), partners and stakeholders was enhanced.

($ Millions)

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11
				Planned Spending	Actual Spending	Expected Results	Results Achieved
Canadian Food Inspection Agency	Plant Health Risks and Production Systems Internal Services	Risk Analysis	60.0 (2010-11 to 2014-15) and 12.0 ongoing	12.0	7.7	Prevention and spread of invasive plants and plant pests is managed in a risk based manner. Outcome: The CFIA will continue to identify highest risk potential IAS, their pathways, and appropriate means by which to mitigate identified risks through continuing to conduct pest and weed risk analyses, assess import controls and develop initial response to early detections.	Several pest risk assessments and weed risk assessments completed. Enhancement of weed risk assessment methods and harmonization of approaches with US. Early Detection Rapid Response framework for invasive plants was initiated. Initiated development of a Risk-Based Decision Support Framework with Canadian Forest Service.
		Science and Technology				Outcome 1: Entry and domestic spread of invasive plants and plant pests is managed. Outcome 2: The Agency will support IAS prevention, detection and response through continued efforts to develop scientific tools and expertise. Outcome 3: The impact of IAS introductions will be minimized through continued efforts in early detection.	Developed rapid and accurate diagnostic tests for detection of IAS including new molecular methods for distinguishing plant pests. Increased capacity for weed identification implemented through augmentation of seed and herbarium reference samples, inspector training, as well as research projects focusing on foreign weed species. Delivery of targeted inspection and surveillance activities such as invasive plants around grain and seed importing facilities. Removal of jointed goat grass from two existing sites in Ontario in support of further regulatory action.
		Legislation, Regulation and Policy				Outcome 1: Entry, domestic spread and response to invasive plants and plant pests are planned, implemented and evaluated. Outcome 2: The CFIA will continue to modernize the legislative framework by updating regulations or creating new ones and harmonizing approaches, where possible, in consultation with stakeholders. Outcome 3: To ensure consistency with international standards and its own mandate, the CFIA will continue to develop and design new science-based program policies and update existing ones, with a focus on high risk pathways of introduction.	Formation of new working relationships and partnerships with provincial and territorial agencies for eradication and management of IAS (e.g. woolly cupgrass in Québec). Proposed revisions to the Weed Seeds Order, development of the Invasive Plants Policy and review of Canada's List of Regulated Pests; A domestic management plan for woolly cupgrass was developed in consultation with industry and partners. This plan will support further regulatory action on this species.
		Engaging Canadians				Outcome 1: Increased cooperation and awareness from stakeholders on plants and plant pests and compliance with policies and regulations. Outcome 2: The Agency will continue to facilitate information sharing among federal departments and other partners to ensure that CFIA's mandate is met. Outcome 3: Awareness will be raised about IAS, their potential pathways and associated policies and programs. Outcome 4: Early reporting of IAS and best management practices for reducing the risk to Canada's plant resources will be promoted.	Facilitated collaboration, mutual support and information sharing among organizations through participation at industry meetings and workshops (e.g. participation in Ontario Critical Plant Pest Management Committee, British Columbia Pest Advisory Committee, Ontario Invasive Plants Council, Invasive Plants Council of British Columbia). Completed of the Canadian Invasive Plants Framework. Developed and distributed information products (field guides, fact sheets, posters) to organization and members of the public across Canada. To enhance Canadian's awareness of invasive species and how they spread. Conducted broad Canadian stakeholder consultation to validate Invasive Plants Policy and plants under consideration for regulation. Piloted a weed risk assessment training workshop to provincial regulatory officials. Worked with Environment Canada to review 129 research project proposals as part of the IAS Partnership Program.
		International Cooperation				Outcome 1: Increased international engagement, cooperation and awareness of invasive species and compliance with policies and regulations. Outcome 2: International standards will reflect Canadian interests. Outcome 3: Participation in international standard setting, harmonization of approaches, negotiations and bilateral meetings with key trading partners to mitigate the risk of IAS introduction through trade pathways and maintain access to foreign markets.	Informed key international partners (e.g. United States, China and India) of Canada's invasive plants regulatory initiatives and discussed potential risk mitigation measures and cooperative approaches. Participated in panels, working groups and in meetings of international organizations to develop and implement harmonized standards and guidelines on IAS as well as to share information and collaborate on other initiatives related to Plant Health (e.g. aligning CFIA policy on Asian Gypsy Moth with the NAPPO standard;. phase-in of ISPM 15 for wood packaging material moving between the US and Canada; development of NAPPO IAS pathways risk assessment standard).
CFIA's Subtotal			60.0 (2010-11 to 2014-15) and 12.0 ongoing	12.0	7.7
National Resources Canada	Adapting to a Changing Climate and Hazard Risk Management	Risk Analysis	3.0 (2010-11 to 2014-15) and 0.6 ongoing	0.6	0.6	Risk Analysis: Outcome: The capacity to identify and address forest invasive alien species risks and prevent their introduction is increased. Outputs/Activities: National risk analysis models and risk maps for selected forest invasive alien species are developed to improve understanding of the pathways of forest invasive alien species movement and help to better assess human-assisted introductions and spread of new invasive alien forest pests and their impacts.	Considerable work in 2010-11 to advance pest risk mapping science, analyze pest spread, and assess impacts of major invasive species. Presentations and peer reviewed articles on improving risk mapping and working around knowledge gaps; Terrestrial transportation pathways analysis and modeling (Canada/U.S. border crossings and commercial transportation Analysis of spread of Brown Spruce Longhorn Beetle (BSLB) in Nova Scotia, and Emerald Ash Borer (EAB) in Ontario Estimating economic and ecological impacts of EAB.
		Science and Technology	5.0 (2010-11 to 2014-15) and 1.0 ongoing	1.0	1.0	Science and Technology: Outcome 1: Knowledge of forest invasive alien species taxonomy, biology, and ecology is improved. Outputs/Activities: Scientific research is undertaken to address knowledge gaps in taxonomy, biology, ecology, distribution, and pest-host and forest-pathogen relationships. Outcome 2: Likelihood of establishment or spread of forest invasive alien species is minimized and their impacts are mitigated. Outputs/Activities: Detection, diagnostic and surveillance tools and strategies are developed for forest invasive alien species. Response tools and methods are developed and provided to responsible agencies to deal with control and eradication of forest invasive alien species.	Outcome 1: Examples of work in 2010-11 include research into: Life-cycle and behaviour of Asian Longhorned Beetle (ALHB); Pathology and tree resistance to Sudden Oak Death (notably in Eastern Canadian tree species); Relationships of European Wood Wasp to other co-existing fungi and insects; Biological control agents for EAB; EAB: Overwintering ecology; life-cycle; ash tree chemicals as attractants; pheromones; and BSLB flight behaviour and natural dispersal; biological control agents Outcome 2: Examples of work in 2010-11 include: Genetic identification techniques are being developed for insects and fungi that are difficult to identify based on visual examination – required in some instances to distinguish native from alien species, or between different alien species (e.g. Gypsy moth; fungal diseases of White Pine); Generic pheromones are being developed in order to enhance the efficacy of insect survey traps; and A comprehensive review (272 page book) of 510 alien introduced beetle species recorded from Atlantic Canada and Quebec was published in 2010 – it provides baseline information for Eastern Canada; work is underway to complete an ATLAS of introduced species of beetles for all of Canada, including identification tools.
		Legislation, Regulation and Policy	1.0 (2010-11 to 2014-15) and 0.2 ongoing	0.2	0.2	Legislation, Regulation and Policy: Outcome 1: Decision-making related to forest invasive alien species (FIAS) management by regulatory agencies and other organizations is informed by scientific and policy expertise. Outputs/Activities: Science and policy expertise on forest invasive alien species prevention, detection and response are provided to regulatory agencies and other federal Departments, Provinces and Territories, Municipalities Industry and First Nations. Outcome 2: Canadian positions in national and international discussions on phytosanitary trade issues are informed by scientific and policy expertise. Outputs/Activities: Scientific and policy advice is provided in support to phytosanitary trade negotiations and the development of national and international forest phytosanitary standards.	Outcome 1: Canadian Forest Service personnel regularly provide science advice and policy expertise to governments and other stakeholders both in Canada and internationally; examples in 2010-11 include: Recommendations on ALHB survey requirements to CFIA, survey priorities for 2010-11, and survey strategy to end ALHB eradication program; ALHB host list to CFIA; Advice to Environment Canada on the Butternut recovery program, and to other government departments and stakeholders (Transport Canada, National Defense, First Nations and regional environment councils in Québec) on protection of Butternut; Branch sampling protocols, via technical notes and technology transfer workshops for arborists and city foresters; and Advice and training on EAB to Canadian Food Inspection Agency staff; City of Ottawa, Governments of Manitoba and Québec, U.S. Government. Outcome 2: Canadian Forest Service personnel are actively engaged in international deliberations regarding phytosanitary standards; examples of work in 2010-11 include: Recommendations on wood chip size for ALHB – treated material; and Recommendations to CFIA on International phytosanitary standard 15 (wood packaging).
		Engaging Canadians	0.5 (2010-11 to 2014-15) and 0.1 ongoing	0.1	0.1	Engaging Canadians: Outcome: Scientific Information on FIAS is made available to agencies, researchers and the public. Outputs/Activities: Application functionality and content of the CanFIAS Database and the Forest Invasive Alien Species Web Portal are enhanced and expanded.	With respect to the CanFIAS database, work in 2010-11 focused on the capture of post-1995 and external information on invasive species from CFS, partners and clients, including: identification of primary record sources; capture or transfer of records; verification; inclusion; quality control; documentation. Building on previous years' work, specific work in 2010-11 included: The CanFIAS database (http://ravageursexotiques.gc.ca/db_list_eng.asp) was improved by scanning and including (historical) primary collection information for selected species; A draft manual in support of CanFIAS for analysis of alien invasions was completed; and The Exotic Pests web portal (includes CanFIAS database) was promoted at technology transfer events and conferences.
		International Cooperation	0.5 (2010-11 to 2014-15) and 0.1 ongoing	0.1	0.1	International Cooperation: Outcome: International cooperation with phytosanitary organizations and trading partners is facilitated. Outputs/Activities: Collaboration is fostered through active participation in scientific activities and knowledge transfer in support to international phytosanitary organizations such as the North American Plant Protection Organization and the International Forestry Quarantine Research Group that provides internationally coordinated research analyses to the International Plant Protection Convention's Technical Panel on Forest Quarantine and Commission of Phytosanitary Measures.	Research – NRCan-Canadian Forest Service (CFS) has coordinated international research activities that have provided data critical to the adoption of international standards, e.g. International Standards for Phytosanitary Measures (ISPMs) No. 15 the wood packaging standard that significantly reduces risk of invasive pest movement internationally. Scientific refinements to this standard and the development of other regulatory instruments continue to reduce pest risk to Canadian forests. In 2010-11 new treatments for wood pests were proposed by the International Forest Quarantine Research Group (IFQRG) and are under review by international community. Market Access – China, India: Technical discussion and provision of scientific analyses have addressed Chinese and Indian phytosanitary concerns and opened markets for Canadian wood commodities. Log and lumber shipments to China have increased significantly since a Phytosanitary Arrangement signed in 2009. As a result of work culminating in bilateral meetings in 2011, India now accepts Canadian spruce, pine, fir and western red cedar lumber. NRCan science has contributed to the removal of trade barriers with other countries (e.g. Australia, EU, Turkey, Malaysia, Taiwan, and Korea) and continues to do so as issues arise. International Phytosanitary Education – NRCan-CFS co-authored a UN-FAO "Guide to the implementation of phytosanitary standards in forestry", published in 2011. The Guide will be used in Canada and around the world to promote awareness in the forestry sector of methods to reduce the international movement of forest pests.
NRCan's Subtotal			10.0 (2010-11 to 2014-15) and 2.0 ongoing	2.0	1.9
Department of Fisheries and Oceans	Science for Sustainable Fisheries and Aquaculture	Risk Analysis	2.0 (2010-11 to 2014-15) and 0.4 ongoing	0.4	0.41	Risk analysis for priority species and pathways	Peer-reviewed risk assessment finalized for the ship-mediated pathway (ballast and hull-fouling vectors) in the Great Lakes and Arctic. Baitfish pathway risk assessment finalized for Ontario. Biological synopses completed for: Asian Shore Crab, Tench, 'pedicure fish', compound sea squirt, light-bulb sea squirt and European sea squirt. Updated biological synopsis for Bighead and Silver carps (2006+) was also completed. Center of Expertise for Risk Assessment website updated to provide information on biological risk assessments, framework documents, and biological synopses of high risk aquatic invasive species for internal and external (other countries, government departments, provinces, public and stakeholders) clients. Prepared a background report in order to develop a socio-economic framework by the end of fiscal year 2011-2012 and began work on the development of the framework. Completed a case study on the socio-economic impacts of Aquatic Invasive Species (AIS).
		Science and Technology	5.1 (2010-11 to 2014-15) and 1.02 ongoing	1.02	0.97	Decision makers are provided with information in order to manage species and pathways in a risk based manner.	Summary of Science research funding for 2005-2010 initiated, this document will provide decision makers with a summary of results. Ongoing funding for monitoring and science research activities to identify impacts, high risk species and pathways.
		Legislation, Regulation and Policy	1.1 (2010-11 to 2014-15) and 0.21 ongoing	0.21	0.20	Development of components of aquatic invasive species regulations	Input solicited from provincial/territorial partners, OGDs and DFO regional staff on a regulatory intent document, outlining potential components of an AIS regulation. Industry Profile completed for industries potentially impacted by new AIS regulations. Legal analysis completed on several legal issues associated with the regulatory proposal. Held a workshop to identify science needs to complete the proposal and implement a potential AIS regulation. Consultation plan has been drafted for further consultations with stakeholders once the proposal is further refined.
		Engaging Canadians	0.4 (2010-11 to 2014-15) and 0.09 ongoing	0.09	0.08	Stakeholder and partner are aware of activities that can mitigate the risk of aquatic invasive species	Regular meetings held with provinces to discuss AIS issues though the National Aquatic Invasive Species Committee. Developed and distributed various communication products such as identification booklets, Signs, posters, fact sheets and other public education materials throughout Canada.
		International Cooperation	11.4 (2010-11 to 2014-15) and 2.28 ongoing	2.28	2.24	The impact of Sea Lamprey is effectively managed in the Great Lakes Canada is engaged with international discussion to address the introduction and spread of aquatic invasive species.	DFO delivered a full program of sea lamprey assessment and control in 2010-11, including: the lampricide treatment of 51 tributaries and offshore area, as well as 875 HA in the St. Marys River; the assessment of larval populations in 219 tributaries and offshore area; the reconstruction of sea lamprey barriers in two tributaries and the maintenance of barriers in 26 tributaries; and the operation of spawning-phase assessment traps at 22 sites in 19 tributaries. Lake-wide spawning-phase abundance targets were met in Lake Ontario, were they have been within or near target since the late 1980's, and in Lake Superior for the third consecutive year. A 36% reduction was observed in Lake Erie, while a slight increase was observed in Lake Huron, although the larval population in the St. Marys River, the major sea lamprey producing tributary to Lake Huron, was at its lowest point in the time series (1998-2010). Largely as a result of the Sea Lamprey Control Program, lake trout have been rehabilitated in Lake Superior, and are showing positive signs of recovery in Lake Huron. The program also protects fisheries for other native species and introduced salmonids. DFO participates in and contributes to various international working groups that focus on Aquatic Invasive Species. Canada coordinates with the United States through the Aquatic Nuisance Species Task Force. Canada also participates in aquatic invasive species at the International Council for the Exploration of the Sea (ICES - Atlantic) and the North Pacific Marine Science Organization PICES.
DFO's Subtotal			20.0 (2010-11 to 2014-15) and 4.0 ongoing	4.0	3.9
Environment Canada	Biodiversity - Wildlife and Habitat	Engaging Canadians - Invasive Alien Species Partnership Program	5.0 (2010-11 to 2014-15) and 1.0 ongoing	1.0	0.02	Completed Invasive Alien Species Partnership Program projects have addressed priorities set out in An Invasive Alien Species Strategy for Canada Increased contribution of individuals and organizations in activities related to IAS	Only 1 project addressing priorities outlined in An Invasive Alien Species Strategy for Canada was funded in 2010-11 Total participation: 59 person-days, 11 organizations involved
EC's Subtotal			5.0 (2010-11 to 2014-15) and 1.0 ongoing	1.0	0.02
Total			95.0 (2010-11 to 2014-15) and 19.0 ongoing	19.0	13.52

Comments on Variances:

CFIA: The expected results for each of the programs are ongoing and involve several different projects and activities. Such activities and projects are in various stages of initiation, development, validation, implementation, and/or re-evaluation. By its nature, the regulatory plant protection mandate of the CFIA involves IAS. As such, it is essential to note that in the past year, some activities carried out as part of the overall plant program are related to IAS, but were not recorded exclusively as IAS work. In 2010-2011, the CFIA achieved the expected results for the specific activities undertaken in proportion to the resources spent on IAS. A dedicated IAS committee–under the Plant Business Line governance structure now in place at the CFIA–will develop and evaluate an annual plan for IAS activities. This will provide more formal governance that, along with internal coding to support the five thematic areas of IAS work, will improve planning, allocation and accuracy of reporting of IAS resources in subsequent years.

NRCan: NRCan essentially achieved its objectives and spent the budgeted amount across all five program themes. A small portion of the operational budget was not spent owing to a combination of factors, including the late approval of the funding (especially impacts field work that was dependent on the funds), some work reduced or combined, and some work progressing more slowly than expected.

DFO: The spending reported does not include all spending on Aquatic Invasive Species within the Department. Currently the department supports a wide range of activities under other areas such as ecosystem science.

Environment Canada: Due to late signing of the TB Submission and associated program restructuring, the program did not have a call for proposals in 2010-2011. Only one IASPP project for $15,500 was funded in 2010-2011.

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

Contact information:

Canadian Food Inspection Agency
Wendy Asbil
National Manager, Invasive Alien Species
Office of the Chief Plant Health Officer
Plant Health and Biosecurity Directorate
(613) 773-7236

Environment Canada
Bruno Paris
A/Head, Invasive Alien Species Unit
Canadian Wildlife Service
(819) 953-9939

National Resources Canada
Jacques Gagnon
Director
Science Policy / Science Program Branch / NRCan – Canadian Forest Service
(613) 947-9043

Fisheries and Oceans Canada
Patrice Simon
Director
Environment and Biodiversity Science
(613) 990-0289

Name of Horizontal Initiative: 2010 Olympic and Paralympic Winter Games - Delivering on our Commitments

Name of Lead Department(s): Department of Canadian Heritage

Lead Department Program Activity: Sport

Start Date: 2003-04

End Date: March 31, 2012

Total Federal Funding Allocation (from start date to end date): $582.865M

Description of the Horizontal Initiative (including funding agreement):

The 2010 Games Secretariat monitored and reported on the Government of Canada's contribution to the 2010 Winter Games, which engaged Canadians from across the country, reflected Canadian values and priorities in their planning, delivery, and international profile, and promoted opportunities to advance public policy goals and to make strategic investments that supported long-term tangible economic benefits and sport, social, cultural and environmental legacies for all Canadians (www.pch.gc.ca).

The Government of Canada was a key partner in the 2010 Winter Games. The 2010 Federal Secretariat within the Department of Canadian Heritage worked horizontally to support and promote federal engagement in the planning and delivery of the Games, which included providing high-quality essential federal services as well as capital and legacy funding. Fifteen federal Departments provided services deemed essential for conducting successful Games. Therefore these departments, whether they received incremental funding for this purpose or supported the services from their A-base, were accountable for delivering essential federal services under the Multi-Party Agreement signed in 2002. The 2010 Federal Secretariat worked with its partners and stakeholders to leverage the Games as an opportunity to advance public policy objectives, establish lasting legacies, and derive maximum benefit for all Canadians (www.canada2010.gc.ca).

Canadian Heritage was the lead department for federal participation in support of the 2010 Winter Games with the exception of games security and public safety. In October 2007 the Prime Minister appointed Ward Elcock as the Coordinator for the 2010 Olympic and G8 Security and established an office within the Privy Council Office. As a result of this appointment, the RCMP became the lead coordinating Department to develop a Horizontal RMAF for Games Security and Public Safety collectively with Canada Border Services Agency (CBSA), Citizenship and Immigration Canada (CIC), Canadian Security Intelligence Service (CSIS), Department of National Defence (DND), Industry Canada (IC), Public Health Agency of Canada (PHAC), Public Safety Canada (PS), Transport Canada (TC), Health Canada (HC), Canadian Coast Guard (CCG), Canada Post and Privy Council Office (PCO).

Shared Outcome:

There were three levels of shared outcomes as identified below:

Final Outcomes

• Sport, economic, social and cultural legacies are established for the benefit of all Canadians;
• Canadian excellence and values are promoted domestically and internationally; and
• Canada is recognized as a capable and inclusive host.

Intermediate Outcomes

• Pan-Canadian engagement in sport, economic, social and cultural activities related to the 2010 Winter Games;
• Enhance Canada's domestic and international profile; and
• Canadians and international participants experience safe and high-quality games.

Immediate Outcomes

• Leverage 2010 Winter Games to advance existing federal priorities;
• Positive exposure and heightened recognition of the Government of Canada as a key partner in the 2010 Winter Games; and
• Successful delivery of mandated essential federal services.

Governance Structure(s):

2010 Federal Games Secretariat
Representative Working Group (RWG)

The 2010 Federal Secretariat, under the leadership of the Deputy Minister of Canadian Heritage, supported the Framework for Federal Coordination (FFC). The FCC was the primary mechanism for promoting horizontal management of the Winter Games. This governance structure consisted of three levels:

• A Deputy Ministers and Heads of Agency Coordination Committee that facilitates interdepartmental and intergovernmental consultation and coordination of Games-related issues and commitments;
• An Assistant Deputy Minister-level Representative Working Group (RWG) that reports on the progress of essential federal service delivery; and,
• Working-level Issue Clusters that support intergovernmental coordination and information sharing.

In addition, an Essential Federal Services Committee (EFS Committee) was established under the authority of the RWG to support, promote, coordinate and monitor seamless planning of essential federal services.

Performance Highlights:

Following the successful completion of the 2010 Olympic and Paralympic Winter Games, efforts turned to bringing Government of Canada activities related to this major event to a close. The 2010 Federal Secretariat was wound up, with responsibility for 2010 Winter Olympic Games transferred to the Sport Canada Branch of Canadian Heritage. As well, the Horizontal Evaluation of the Government of Canada's investment in the 2010 Olympic and Paralympic Winter Games was completed and a draft report was submitted to Canadian Heritage. The Evaluation Report is expected to be finalized in the 2011-12 fiscal year.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
				Planned Spending for 2010-11	Actual Spending for 2010-11	Expected Results for 2010-11	Results Achieved in 2010-11
Canadian Heritage (lead)	Canadians participate and excel in sport	2010 Secretariat Federal	$563.24M	$2.9M	$2.9M	Positive exposure and heightened recognition of the Government of Canada as a key partner in the 2010 Winter Games.	The 2010 Federal Secretariat was wound up, with responsibility for 2010 Winter Olympic files transferred to the Sport Canada Branch of Canadian Heritage. The Horizontal Evaluation of the Government of Canada's investment in the 2010 Olympic and Paralympic Winter Games was completed and a draft report was submitted to Canadian Heritage. The Evaluation Report is expected to be finalized in the 2011-12 fiscal year.
Public Health Agency of Canada	The health and safety of federal public service employees working on location during the Winter Games as well as the health protection of the public during the Winter Games are ensured.		$2.7M	N/A	N/A	No expected results were planned for 2010-11.	No expected results were planned for 2010-11.
Health Canada	The health and safety of federal public service employees working on location during the Winter Games are ensured.	Workplace Health Sustainable Environmental Health	$2.6M (Health Safety)	N/A	N/A	No expected results were planned for 2010-11.	No expected results were planned for 2010-11.
Health Canada	Health Canada evaluates and monitors the safety, quality and efficacy of drugs (human and animal), biologics, medical devices, and natural health products.	Health products	$0.325M (Entry of Goods and Individuals into Canada)	N/A	N/A	No expected results were planned for 2010-11.	No expected results were planned for 2010-11.
Human Resources and Skills Development Canada	Enhanced Canadian productivity and participation through efficient and inclusive labour markets, competitive workplaces and access to learning.	Foreign workers and immigrants	N/A The Temporary Foreign Workers Program (TFWP) has not received funding through this mechanism to support its Olympic Process.	N/A	N/A	No expected results were planned for 2010-11.	No expected results were planned for 2010-11.
Environment Canada	Weather and environmental predictions and services reduce risks and contribute to the well-being of Canadians.	Improved knowledge and information on weather and environmental conditions influence decision-making.	$9.3M	$0.3M	N/A	Canadians have greater awareness and understanding of sustainability initiatives associated with the 2010 Games. Scientific and technical expertise and input to the environmental assessment process including follow-up activities as required.	With regards to sustainability awareness, projects such as the Biodiversity Profiles and the Vancouver Biokit –which provided legacy information on the Vancouver area – and additional funding for the video adaptations to the "Vancouver 2010 Sustainability Journey" were from the 2010-11 budget. Concerning Sustainability Showcasing, funding was in support of promotion of the Sea-to-Sky Green Guide Map and the Winter Games venues and facilities case studies as well as funding support for the translation of the Athlete's Village Challenge Series ( LEED Green Building overview) into Mandarin for use at the Shanghai Expo.
	Canada's natural capital is restored, conserved and enhanced. Environmental Assessment is integral part of program and policy decision-making.	Canadians adopt approaches that ensure the sustainable use and management of natural capital and working landscapes. Efficient and effective environmental assessments	$4.1M	$0.1M	$0.1M
Fisheries and Oceans Canada	Healthy and productive aquatic eco-systems.	Habitat Management	$0.6 M	$0.1M	N/A	Environmental effects of regulatory decisions are considered in a timely manner before regulatory decisions are made under the Fisheries Act.	Activities in relation to the stated expected result have ceased.
Total			$582.865M	$3.4M	$3.0M

Comments on Variances:
Fiscal year 2010-11 was the sunset period of this Horizontal Initiative. Therefore, all activities were related to the reporting requirement, since Departments' specific expected results were achieved leading up to and during the 2010 Olympic and Paralympic Winter Games.

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

Contact information: Walter Raschkowan, Canadian Heritage - Sport Canada Branch, (819) 956-8071, walter.raschkowan@pch.gc.ca

Name of Horizontal Initiative: Roadmap for Canada's Linguistic Duality 2008-2013: Acting for the Future

Name of Lead Department(s): Canadian Heritage

Lead Department Program Activity: Official Languages

Start Date: April 1, 2008

End Date: March 31, 2013

Total Federal Funding Allocation (from start date to end date): $1,110.10 M

Description of the Horizontal Initiative (including funding agreement):

The Roadmap for Canada's Linguistic Duality 2008-2013: Acting for the Future (Roadmap) is a Government of Canada policy statement that includes a number of initiatives to strengthen and promote linguistic duality. Fifteen federal institutions have received funds for sectoral programs and activities related to official languages. The Roadmap contributes to the attainment of a strategic outcome for Canadian Heritage (Canadians have a sense of their Canadian identity) and to the Government of Canada's outcome (A diverse society that promotes linguistic duality and social inclusion).

Another key component of the Roadmap is the implementation of an accountability framework and a coordinated government-wide approach to official languages. Implementing the Roadmap is a component of the Official Languages Program, as defined and approved by the Committee of Deputy Ministers on Official Languages in December 2004.

Web site: http://www.pch.gc.ca/pgm/slo-ols/strat-eng.cfm

Shared Outcome:

Three levels of outcomes have been established.

Ultimate outcome: Canadians enjoy the benefits of linguistic duality; live and work in communities that reflect Canadian values with respect to the use of English and French; and have access to government services in the language of choice.

Three intermediate outcomes:

• Enhanced capacity of Canadians (English-speaking in Quebec and French-speaking across Canada) to live and work in vibrant communities in the language of choice.
• Increased proportion of Canadians who are aware of the benefits and have the necessary tools to appreciate linguistic duality.
• Strengthening capacity of the Government of Canada relating to official languages.

Eight immediate outcomes:

• Continued and improved access to justice services in both official languages.
• Continued and improved access to health services in both official languages.
• Improved social and economic development of official-language minority communities (OLMC).
• Strengthened capacity of language industries.
• Improved knowledge and use of both official languages.
• Improved access to cultural expressions of both linguistic groups.
• Reinforced coordination for the Official Languages Program (OLP).
• Reinforced linguistic duality in federal public service.

Governance Structure(s):

The Minister of Canadian Heritage and Official Languages is responsible for the implementation of the Roadmap. The Official Languages Secretariat (OLS) (Canadian Heritage) supports the Minister of Canadian Heritage and Official Languages. With respect to roles and responsibilities, the OLS is responsible for developing and coordinating the results of the Roadmap. The OLS ensures that all information (financial and non-financial) needed is gathered and that the content of all logic models of the Roadmap's structure is taken into consideration. The OLS is also responsible for the complete implementation and the accountability framework for the Roadmap. This role was given to the OLS by the partners through the development of a Management Framework for the Roadmap, which outlines the activities and results structure, the governance structure, as well as the roles and responsibilities of departments and different interdepartmental committees, while also identifying the relevant operational issues concerning its horizontal implementation. The OLS will also support the governance of the Official Languages Program through various mechanisms and committees: the Committee of Assistant Deputy Ministers on Official Languages, the Assistant Deputy Ministers on Official Languages Executive Committee, and the Official Languages Program Interdepartmental Coordination Steering Committee.

Performance Highlights:

The year 2010-11 marked the third year of implementation of the Roadmap for Canada's Linguistic Duality 2008-2013, and implementation continued in line with the Horizontal Results-based Management and Accountability Framework released in September 2009. The coordination of implementation activities was facilitated by the formal governance structure currently in place.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
				Planned Spending for 2010-11	Actual Spending for 2010-11	Expected Results for 2010-11	Results Achieved in 2010-11
Ultimate outcome: Canadians enjoy the benefits of linguistic duality; live and work in communities that reflect Canadian values with respect to the use of English and French; and have access to government services in the language of choice.
Intermediate outcome 1: Enhanced capacity of Canadians (English-speaking in Quebec and French-speaking across Canada) to live and work in vibrant communities in the language of choice.
Immediate outcome 1.1: Continued and improved access to justice services in both official languages.
Justice Canada	Justice, Policy, Legislation and Programs	Contraventions Act Fund Result for the 2008-2013 Roadmap: Improved capacity to carry on judicial activities and to deliver extrajudicial services related to federal contraventions in both official languages.	$47.46 M	$9.49 M	$4.75 M	Signed agreement with Newfoundland-Labrador (NL) with a view to offering extra-judicial services and to undertake judicial activities in both official languages. Negotiations commenced with Saskatchewan (Saskt.) and Prince-Edward-Island (PEI) in order to enter into an agreement aimed at offering extra-judicial services and undertake judicial activities in both official languages.	Four jurisdictions (British-Columbia, Manitoba, Ontario and Nova Scotia) and one municipality (Mississauga) have entered into an agreement containing language provisions with the Department and, as a result, are fully prepared, under the Official Languages Act to offer judicial and extra judicial services. The Department has been actively pursuing negotiations with NL in 2010-11 with a view to signing an agreement. The Department commenced correspondence with Sask. regarding implementation of the Act that would include language provisions. Ongoing negotiations with PEI to sign a new agreement which will include provisions to increase PEI's capacity to offer judicial and extrajudicial services in both official languages made great strides and an agreement is expected to be signed in 2011-12. The current agreement with the Province signed in 1997 does not contain language rights provisions. The Department invited Alberta to begin negotiations towards signing an agreement that will contain provisions that will increase Alberta's capacity to offer judicial and extra-judicial services in both official languages.
Justice Canada	Internal Services	Contraventions Act Fund	$1.92 M	$0.38 M	$0.16 M	N/A	N/A
Justice Canada	Justice, Policy, Legislation and Programs	Initiative of support to access to justice in both languages (new component: justice training) Result for the 2008-2013 Roadmap: Increased capacity of partners and the Department to implement solutions relating to access to justice in both official languages.	$38.02 M	$9.11 M	$5.72 M	Implementation of the pan-Canadian study on justice training needs in both official languages. Continued judicial awareness and information activities in order to promote increased access to justice services in both official languages.	The Department has been actively working with its partners to ensure sound implementation of the Support Fund including the training component. In 2010-11, the Department funded 50 projects that responded to the needs of official-language minority communities across Canada, namely: Fifteen projects aimed at increasing awareness or providing public legal information. Eight projects to support the ongoing activities of French-speaking jurists associations and their Federation. Twelve projects that provide advance training focusing on legal terminology for bilingual justice professionals. One project that contributes to the development of a curriculum for bilingual students interested in pursuing a career in the field of justice. Eight projects that are aimed at elaborating a recruitment strategy and the promotion of justice-related careers. Six projects that are focused on developing linguistic training tools.
Justice Canada	Internal Services	Initiative of support to access to justice in both languages (new component: justice training)	$1.89 M	$0.43 M	$0.32 M	N/A	N/A
Immediate Outcome 1.2: Continued and improved access to health services in both official languages.
Health Canada	Canadian Health System Official-language minority community development	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. 5) Increased dissemination and uptake of knowledge best practices to address health concerns of OLMCs.	$174.30 M	$37.8 M	$37.8 M	In 2010-11, Health Canada entered into new funding agreements with two community-based stakeholders (primary funding recipients) under two components of the Official Languages Health Contribution Program. Anticipated outcomes are as follows: Société Santé en français: Three to four new funding agreements under the Official Languages Health Projects component will be initiated in 2010-11 to fund projects aiming to improve the health of French-speaking language minority communities, for a value of $5.5 M. Consortium national de formation en santé: A new funding agreement for the Cultural and French-language training subcomponent of the Support for Training and Retention of Health Professionals component will be initiated in 2010-11 for a value of $1M. In addition, 19 multi-year funding agreements with community-based stakeholders were initiated in 2009-10 and will all conclude in March 2013, comprising a total investment of $30.2 M in 2010-11. These funds are for: Health Networking: $5.0 M; Training and Retention of Health Professionals: $22.2 M; Official Languages Health Projects for English-speaking minority communities: $3.0 M. In 2010-11, Health Canada will undertake consultations with official-language minority communities to assess Health Canada's progress in implementing the Official Languages Health Contribution Program and to ascertain community perspectives regarding program renewal in April 2013. Anticipated outcomes are as follows: Official-language minority communities are satisfied with Health Canada's progress in administering the Official Languages Health Contribution Program. Community perspectives are summarized.	1147 new student registrations were accepted in 2010-11 into training programs funded under the coordination of the Consortium national de formation en santé. There were 518 graduates from these same programs for the academic year ending in May/June 2010. A follow-up survey of training graduates from 2008-09 - which was released in 2010-11 - revealed that 86% of graduates surveyed were employed in health professions serving official-language minority communities. McGill University coordinated language training activities in 2010-11 for some 1325 health professionals in Quebec to improve their ability to serve English-speaking minority communities. Approximately 70 projects are being launched during 2010-13 in French-speaking minority communities outside Quebec. Examples of projects launched in 2010-11: A three-year project (2010-13) to facilitate the delivery of health care services in French in retirement homes and to provide support to family caregivers in three French-speaking communities of three regions of Newfoundland and Labrador: Avalon, Port-au-Port and Labrador City. Another three-year project (2010-13) to create and distribute public health education and awareness tools for French-speaking and Acadian preschool children in Nova Scotia. A total of 38 projects have been launched in English-speaking minority communities in Quebec over 2010-2013. Examples of projects launched in 2010-11: A project designed to co-ordinate recruiting efforts of regional stakeholders in order to fill the need for bilingual workers in the Gaspésie-Îles-de-la-Madeleine region. English translation of health information documents in Saguenay-Lac-Saint-Jean. Further information regarding these projects is available from the Websites of Program recipients: Société Santé en français Community Health and Social Services Network Consortium national de formation en santé McGill University
Immediate Outcome 1.3: Improved social and economic development of Official-Language Minority Communities (OLMC).
Canadian Heritage	Official Languages	Minority-Language Education Component: Support to Minority-Language Education. Results for the 2008-2013 Roadmap: 1) Improved access of OLMCs to a quality education in their own language and their environment.	$280.0 M	$56.0 M	$56.0 M	Maintain or increase the offers of Provinces and Territories educational programs and activities that promote access to a minority language education.	13 education agreements with the Provinces and Territories that helped almost 245,000 young Canadians in minority communities study in their language in over 900 schools across Canada and supported the work of 40 minority language school boards and 39 minority language post-secondary institutions in all regions of Canada.
Canadian Heritage	Official Languages	Minority-Language Education Component: Official-language Monitors Results for the 2008-2013 Roadmap: 1) Improved access of OLMCs to a quality education in their own language and their environment.	$5.2 M	$1.04 M	$1.04 M	Maintain the amount of participants in the Odyssée program which allows students to work as language monitors in minority language classrooms.	Odyssey enabled 274 young Anglophones and Francophones across Canada to work as language monitors in minority language schools.
Canadian Heritage	Official Languages	Minority-Language Education Component: Summer Language Bursaries Results for the 2008-2013 Roadmap: 1) Improved access of OLMCs to a first-rate education in their own language and their milieu.	$1.7 M	$0.344 M	$0.344 M	Support the Destination Clic program to maintain its yearly enrolment. This program helps young francophones outside Québec enrich their mother tongue while discovering new communities in Canada.	The Destination Clic program enabled 252 young Francophones from minority language communities to enrich their mother tongue while discovering other Francophone communities in Canada.
Canadian Heritage	Official Languages	Community vitality Component: Youth Initiatives. Results for the 2008-2013 Roadmap: 1) Increased capacity of OLMCs to live in their own language, in their environment and increased access to a range of programs and services delivered in their language (especially for youth).	$10.5 M	N/A	N/A	N/A	N/A
Canadian Heritage	Official Languages	Community vitality Component: Support to Official-language Minority Communities Result for the 2008-2013 Roadmap: Improved capacity of OLMCs to live in their own language in their milieu and improved access to a range of programs and services offered in their language.	$22.5 M	$4.5 M	$4.5 M	Create, improve and deliver activities, and services intended for OLMC that promote a sense of belonging.	Support to over 400 community organizations, including community centres, community radio and newspapers, youth organizations and parent organizations, in their efforts to promote the development and vitality of official-language minority communities (OLMCs).
Canadian Heritage	Official Languages	Community vitality Component: Intergovernmental Cooperation. Result for the 2008-2013 Roadmap: Increased access of OLMCs to provincial, territorial and municipal services in the minority language.	$22.5 M	$4.5 M	$4.5 M	Improvement of signed Federal/Provincial/Territorial agreements on services and on approved special projects.	In 2010-11, 13 services agreements with the Provinces and Territories were in effect and ten special projects were approved.
Canadian Heritage	Official Languages	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 (especially in culture). 2) Increased capacity of OLMCs to live in their own language in their milieu and increased access to a range of programs and services delivered in their language (especially in culture).	$14.0 M	$3.5 M	$3.5 M	Continue to support cultural projects that promote a sense of belonging for the OLMC.	In 2010-11, the Cultural Development Fund supported over 30 projects across Canada in various fields of interest. A meeting with the community was held in October 2010 to evaluate the program's mid-term results and to explore future actions.
Human Resources and Skills Development Canada	Social Development	Strengthening NGOs' means for Early Childhood Development Result for the 2008-2013 Roadmap: The capacity of NGOs in early childhood in minority environment will be increased.	$4.0 M	$0.8 M	$0.8 M	Ongoing implementation of the National Framework for Collaboration on Early Childhood Development in Minority Francophone Communities in Canada. The National Framework for Collaboration is a roadmap to guide the initiatives of national, provincial, territorial and community partners. To ensure implementation of the National Framework, the partners under the Table nationale en développement de la petite enfance have agreed to harmonize their activities. The National Framework will enable groups interested in early childhood development, stakeholders, parents and, ultimately, children to benefit from a continuum of integrated services.	Intersectoral collaboration in Early Childhood Development (ECD) has improved. Note, for example, the partnerships with the health, justice and education sectors. ECD partners are in a better position to intervene in their communities and are better equipped to develop common initiatives and action plans.  Educational tools and products to improve programs for children and families have been developed for use in homes and centre-based settings in OLMCs. These include video clips, a guidebook demonstrating various concepts of Early Childhood and Family Centers and resources for professionals in the areas of physical activity, nutrition and French language development. Research related to models for Early Childhood and Family Centres was produced and was useful in the implementation of several centres put in place in different provinces. A data collection strategy has been developed to measure the number of French speaking children from 0-6 years, the type of services offered for ECD and the number of interveners in OLMCs. This information helps partners identify the appropriate approach to serving Francophones in OLMCs. Following consultation with parents in French minority communities, integrated childhood and family initiatives and programs have been implemented. These programs increase the profile of ECD and the importance of introducing and sustaining French use in early childhood.
Human Resources and Skills Development Canada	Skills and Employment	Family Literacy Initiative 2008-2013 Roadmap: Community stakeholders can act in the area of family literacy, and tools and support are available and used by those members of OLMCs that need them.	$7.5 M	$1.8 M	$1.8 M	The launch of three research projects on new groups, such as immigrant women, parents of francophone military families and Newfoundland and Labrador's Francophones, to identify specific literacy needs and tools required for these groups. The development, testing and adaptation of six new family literacy models designed to address the needs of new groups. The development of two promotional strategies to increase the awareness of literacy partner organizations of new family literacy models for new groups. Pursue the implementation of a results-based performance measurement framework.	Conception and methodology of three research projects targeting immigrant women, parents of francophone military families and Newfoundland and Labrador's Francophones are being finalized. Research reports were produced for seven projects designed to identify specific tools and needs in family literacy for various target groups including: exogamous families, seasonal workers, grandparents, fathers, new parents in precarious situations in rural and urban areas, and immigrants. Five family literacy approaches were developed and/or adapted and tested with five different target groups: newcomers, families with school-age children, new parents, fathers and exogamous families. The network capacity has increased to better meet the literacy and essential skills development needs of Francophone minority communities. Two strategies designed to promote and raise awareness of partner organizations were developed and implemented. An environmental scan to identify the country's French language literacy and essential skills issues was produced. Literacy and essential skills promotional tools were developed and published. Promotional activities were organized for Family Literacy Day. The implementation of the performance measurement framework continues. Progress reports and evaluation forms are being tested.
Human Resources and Skills Development Canada	Social Development	Child Care Pilot Project Result for the 2008-2013 Roadmap: New knowledge on child care services for minority Francophone communities.	$13.5 M	$2.7 M	$1.1 M	A research report will be prepared on the short-term impact of the French-language preschool program on the development and readiness for school of children. The report's results will add to the collective knowledge of what works with respect to early childhood development services. The project will assess children and survey parents to measure the impact of the French-language preschool program on the development of the children, one year after the end of the program. A portion of the 2010-11 money could be spent on other projects to better understand issues relating to early childhood development, literacy and/or immigration	A research report has been completed describing the short-term impact of the French-language preschool program on the development and readiness for school of children. Data collection activities (evaluations of children and surveys of parents) have been undertaken to measure the impacts of the program one year after the end of its delivery. Production and release of provincial and territorial portraits of official language minorities in Canada by Statistics Canada. Support for two research projects, one on the economic integration of immigrants and another on developing skills among youth, undertaken by Skills and Employment Branch.
Citizenship and Immigration Canada	Integration	Recruitment and integration of immigrants Result for the 2008-2013 Roadmap: French-speaking immigrants obtain reinforced services of establishment in OLMCs.	$20.0 M	$4.5 M	$15.2 M[1]	For 2010-11, CIC will maintain its existing activities in order to foster immigration to Francophone minority communities (FMCs). It will also continue working towards achieving the priorities of the Strategic Plan to Foster Immigration to Francophone Minority Communities. More specifically, CIC will work towards to: Increasing coordination, cooperation and research activities among main partners Intensifying the promotion and recruitment activities of French-speaking people Supporting targeted recruitment strategies to facilitate the twinning of potential immigrants and labour market needs Strengthening the existing networks, forming new networks and strengthening settlement services in FMCs	CIC continued its consultations with Francophone Minority Communities (FMCs) and stakeholders by holding regular meetings the CIC-FMCs Steering Committee, the Implementation Committee and its working groups to ensure continuity in the implementation of the Strategic Plan. The CIC-FMCs Steering Committee held its annual meeting on May 10, 2010 and the following three priorities were established for 2010-11: Strengthening of immigration networks in the Provinces and Territories; Economic integration of French-speaking immigrants into FMCs; and Promotion and recruitment. To facilitate the implementation of the three priorities, the CIC-FMCs Implementation Committee continued to rely on better communication and information-sharing by the various partners, an improved performance measurement and data collection strategy, and research. A meeting of the Implementation Committee was held on October 4, 2010. Two meetings of the working group on international and economic integration issue were held on December 16, 2010 and on February 16, 2011. The discussions focused primarily on issues in relation to the economic integration of newcomers and their needs. International priorities were also discussed related to the recruitment activities abroad, university recruitment and retention of international students in Canada. A Working Group on Francophone Immigration, made up of employees from headquarters and regional offices, met monthly to improve communication and address current various priorities, such as ways to improve the data collection mechanisms for the ongoing performance measurement and evaluation of the Recruitment and Integration of Immigrants initiative, and challenges and successes related to the needs of FMCs, as well as funding to Francophone service provider organizations (SPO). Regional and provincial committees and subcommittees consisting of other federal departments, provinces and Francophone organizations implemented action plans reflecting the goals and objectives of the CIC-FMCs Strategic Plan, as well as identified regional priorities. CIC commissioned Statistics Canada to prepare a Statistical Portrait of the French speaking Immigrant Population outside Quebec (1991 to 2006). This report, published in March 2010, presents information on the demographic, linguistic, social and economic characteristics of Francophone immigration in FMCs. CIC is taking part in the research project Economic integration of immigrants in OLMCs being conducted by Human Resources and Skills Development Canada (HRSDC). CIC is still involved in the CIC-QCGN research project entitled Anglophone communities and the benefit of attracting and retaining immigrant populations in the four regional communities of Quebec - in complement to the research being conducted in the three regions of Quebec on the dimensions of the benefit of attracting and retaining immigrants. In 2010-11, research reports were drafted on areas where measures are needed to promote the presence of Francophone minorities outside Quebec and the presence of Anglophones in Quebec through immigration and various CIC programs. Roughly ten research activities on official languages were completed at the Department. The 7th Destination Canada job fair was held in Paris and Brussels in November 2010. Nine provinces and two territories took part in the event. Officers from seven other visa offices (Bucharest, Dakar, Damascus, Rabat, Tunis, Nairobi and Mexico City) shared information on the potential recruitment of French-speaking immigrants from their respective regions with Canadian employers and provincial and territorial representatives. A total of 2,600 participants were selected to attend the event. 364 job profiles covering more than 1,500 openings were posted on the event Website by 68 employers or their authorized representatives. Also, mini Destination Canada events were held in other Canadian missions in November 2010 in Tunisia and Romania, and four education, employment and international mobility fairs were held in Paris, Brussels and Geneva. CIC encouraged and supported P&Ts in their participation at Destination Canada. Three liaison trips were organized in eight P&Ts in June and September 2010 and in March 2011. Two Press trips were also organized in September and October 2011 and one in March 2011. In 2010-11, CIC collaborated with the Department of Foreign Affairs and International Trade (DFAIT) to support post-secondary recruitment of French-speaking foreign students. CIC signed a memorandum of understanding with the Province of Alberta to fund and support overseas French-speaking student recruitment from Morocco, Senegal, Lebanon, Tunisia, China, France and Cameroon. The Ontario Region participated in the Salon des études et des carrières in Paris, in January 2011, in order to attract Francophone students to Francophone universities and colleges in Ontario. In Ontario, CIC provided funding to College Boreal for a project focusing on the attraction and retention of French-speaking foreign students in Northern Ontario. The college has organised job fairs to augment the employment opportunities for foreign students and a number of socio-cultural activities fostering their integration into Canadian CIC signed memoranda of understanding (MOU) with Atlantic Provinces, provinces of Manitoba, Alberta and the Northwest Territories to support Destination Canada activities. In addition, a MOU was signed with the Province of Saskatchewan to support recruitment activities in Mauritius. L'Assemblée communautaire fransaskoise (ACF) also received funding for its participation in Destination Canada. CIC signs a contribution agreement each year with the Governments of B.C. and Yukon for Francophone immigration recruitment projects. The majority of the funding is used by the Governments of B.C. and Yukon to send representatives of the FMCs to represent their respective jurisdictions and regional employers at Destination Canada. CIC continued to implement projects to raise awareness among employers and foster the economic integration of French-speaking immigrants. For instance, CIC organized job fairs for immigrants, and participated with HRSDC in a research project on the economic integration of immigrants in OLMCs. In the Ontario Region, the RDÉE Ontario was funded for the project La Bonne Affaire, focusing on economic integration of French-speaking immigrants in small and medium-size businesses and through entrepreneurship. Employers have a better awareness of the economic potential of French-speaking immigrants and can offer them employment. The funds received by the College Boreal in Ontario allowed organizing job fairs to augment the employment opportunities for foreign students and a number of socio-cultural activities fostering their integration into Canadian society. As a result of consultations between CIC and the Consortium National de Formation en Santé (CNFS) in better preparing French-speaking immigrants working in the health sector for their economic integration to FMCs, discussions are under way for the funding of a study to be conducted by the CNFS in partnership with the Association of Canadian Community Colleges to identify the needs of skilled French-speaking immigrants and the possibility of offering pre-arrival orientation services for this clientele. Building on the programs already in place to meet the needs of immigrants, CIC concluded nearly 80 contribution agreements with either community organizations or provinces this past year in support of the integration of Francophone immigrants outside Quebec. Existing and new Réseaux de soutien en immigration francophone (13 in total) received funds through a national call for proposal process to make it possible to pursue a more integrated approach to services (cooperation activities) in order to meet the need of French-speaking immigrants. The Réseaux also increased leadership capacity, as well as coordination and cooperation between the communities, the federal and provincial governments in the area of Francophone immigration. CIC continued to fund SPOs to deliver new and enhanced settlement and integration services outside Quebec, such as language training, newcomer information, and community transition and employment assistance services to Francophone clients across Canada. SPOs will be reporting on their obligations under the official languages clauses in their agreements. A total of 121 service points in French are offered by Francophone SPOs in 24 cities across Canada outside Quebec. CIC funded organizations to deliver settlement services in French in schools and with a point of service in French in various schools, provided a conceptual and practical framework of training and continuing education for teachers of French as a second language, and organized bilingual job fairs for immigrants. CIC funded a one-stop shop service for French-speaking immigrants in Moncton, Regina, Saskatoon and Winnipeg, in partnership with the Provinces, and recently in Sudbury, where a coordinated delivery of settlement and employment services is provided to French-speaking immigrants. French LINC on-line courses have also been created for levels 3-7. The delivery of levels 3-4 was piloted in Northern and South-Western Ontario. Web traffic to the "Francophone immigration outside Quebec" page was monitored in 2010-11 to assess awareness of the new tool that was implemented on this page in 2009-10 to direct newcomers to free settlement services (http://servicesfornewcomers.cic.gc.ca/index.php). The French version of the page received 51,712 visits and the English version received 24,074 visits. A benchmark for Web traffic to the Francophone immigration page was established in 2010-11. The Francophone immigration outside Quebec page has been revised to ensure that all information and links posted on this page are current. The general mailbox which has been set up to allow visitors to provide feedback on the page content (Immigration.francophone@cic.gc.ca) continues to be monitored for incoming feedback, and page content is revised accordingly. CIC also continued to address issues important to English-speaking communities in Quebec: the Department continued working with those communities, and supporting them through research projects (i.e., research conducted in the three regions of Quebec regarding the benefit of attracting and retaining immigrants that will help in identifying the issues and the needs of the English-speaking communities).
Canadian Heritage	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. 2) The findings of the report will inform policy and decision-making on the availability and quality of broadcasting services in English and French linguistic communities in Canada.	Non-monetary	N/A	N/A	N/A	N/A
Atlantic Canada Opportunities Agency	Community Development	Support to francophone immigration in New-Brunswick Result for the 2008-2013 Roadmap: Enhanced capacity to support francophone immigration in New Brunswick.	$10.0 M	$3.52 M	$1.24 M	Applicant will implement the structure necessary to the project overall.	Twenty-six projects have been funded for a total investment of $1.24M in New Brunswick communities. Funding was mainly invested in four welcome centres for newcomers in northern New Brunswick's francophone regions (Chaleur, Madawaska-Victoria, Restigouche, Acadian Peninsula) and support was also provided to other organizations in the province's large urban centres (Fredericton, Moncton and Saint John) dealing with francophone immigrants.  The welcome centers provided services to nearly 615 newcomers, and in doing so, enabled close to 670 volunteers to help out with the planning of community activities that have facilitated the settlement process for newcomers in French. Through these welcome centres, 137 newcomers were able to receive employment assistance services, which helped 89 of them to find a job. 120 of the 137 newcomers were given access to language courses adapted to their needs.
Industry Canada--FedNor	Community, Economic and Regional Development (of Ontario)	Economic Development Initiative Results for the 2008-2013 Roadmap: Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.	$4.45 M	$1.95 M	$1.525 M	This funding will support an estimated 52 projects that contribute to innovation, diversification and partnerships as well as enhanced support to small businesses in OLMCs.	As at June 30, 2011, 49 projects were supported through the EDI. These projects helped organization create partnerships, diversify and innovate and provided increased support for SME in OLMCs.
Industry Canada - Regional Operations Sector	Community, Economic and Regional Development	Greater understanding of the economic issues of OLMCs.	$1.6 M	$0.4 M	$367 784	This funding will support research and consultation to enhance greater capacity of OLMCs.	In September and October 2010, Dialogue Days with Francophone and Anglophone communities were held. This helped to better understand the OLMC new priorities and needs. Two follow-up committees have been put in place in order to maintain a continuing dialogue with OLMC, to support OLMC capacity building and better coordinate joint initiatives. Six researches and studies supporting OLMC needs have been undertaken. These researches and studies provide solutions to explore in OLMC economic development.
Canadian Northern Economic Development Agency (CanNor)	Northern Economy	Economic Development Initiative Results for the 2008-2013 Roadmap: Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.	$0.4 M	$0.1 M	$0.098 M	Funding is expected to be allocated via a proposal-driven process in 2010-11. This funding is expected to support the social and economic development of official-language minority communities in the territories.	A pan-territorial francophone tourism marketing strategy is being delivered by the Conseil de développement économique des Territoires du Nord-Ouest (CDÉTNO) over a three year period. In 2010-11, CDETNO organized a two day pan-territorial forum bringing together Territorial governments and French economic development agencies to identify new ways to attract francophone tourists to the North.
Federal Economic Development Agency for Southern Ontario (FedDev Ontario)		Economic Development Initiative Results for the 2008-2013 Roadmap: Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.	$4.45 M	$1.95 M	$510 500	This funding will support an estimate of 50 projects to address specific economic challenges of OLMCs in Southern Ontario by promoting the development of new expertise through innovation, diversification of economic activities, partnerships, and increased support of small- and medium-sized businesses.	A total of 22 contribution agreements with community groups to support the economic development of OLMC are in place for a total of $ 861 715. A total of $ 510 500 was spent in 2010-11. One million dollars of the 2010-11 budget was reprofiled in 2011-12.
Canada Economic Development (CED) for Quebec regions	Community Development	Economic Development Initiative Results for the 2008-2013 Roadmap: Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.	$10.2 M	$3.6 M	$2.5 M	Innovation 2 projects - $ 180k (5%) Support to Small and Medium Enterprises 10 projects - $ 540k (15%) Partnerships 6 projects - $ 900k (25%) Diversification 12 projects - $ 1.98 million (55%)	11 EDI projects underway in 2010-11 Result: Increased capacities of SME's and communities: 2 projects which support partnership activities to promote integration of OLMC's and participation in local development. Result: Develop SME's: 7 projects which support the development/maintenance of OLMC SME's or capacity development. Result: Community Development: 2 projects supporting OLMC community development.
Western Economic Diversification Canada	Research and Analysis Community Economic Planning, Development and Adjustment Business Development and Entrepreneurship Innovation	Economic Development Initiative Results for the 2008-2013 Roadmap: Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.	$3.2 M	$0.75 M	$722 880	Enhanced capacity of OLMCs as reflected by: the number of partnerships created or maintained, and ; project funding leveraged. Development of francophone enterprises as reflected by: the number of enterprises created, maintained or expanded, and; project funding leveraged. Development of francophone communities as reflected by: the number of projects, initiatives, or studies that contribute to the diversification or expansion of the economic base of the OLMCs, and; project funding leveraged.	Manitoba (CDEM) initiative to support youth, rural diversification, and business development in the province: 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. Alberta (University of Alberta) initiative to purchase and implement a distance delivery technology to reach a widely dispersed western Canadian Francophone population, creating or maintaining 37 jobs and increasing capacity in the organization. Leveraged an additional $1.5M for other sources.
Atlantic Canada Opportunities Agency	Community Development	Economic Development Initiative Results for the 2008-2013 Roadmap: Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses.	$6.2 M	$2.882 M	$1.166 M	Projects implementation with the official-language minority community.	Twelve projects were approved during the period, therefore committing a total of $1.6M in OLMCs in Atlantic Canada.
Human Resources and Skills Development Canada	Skills and Employment	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. 4) Collaborative arrangements.	$69.0 M	$13.8 M	$13.6 M	The governance structure of the National Committees for Economic Development and Employability will be reinforced to strengthen the commitment of community and federal partners. An interdepartmental research initiative on community economic and human resource development will be implemented to increase knowledge and share best practices. The program will implement new reporting requirements with recipient organizations to focus on the achievement of tangible outcomes for communities. The program will implement contribution agreements with 14 official-language minority organizations responsible to enhance community economic and human resource development. The contribution agreements will start on April 1, 2010.	Two meetings of the National Human Resources Development Committee for the English Linguistic Minority of Quebec were held. Federal representatives to these committees also had additional Interdepartmental Government Table Meetings, which allowed for information exchange on issues of common interest. Federal partners of Anglophone and Francophone Government Tables were consulted on the governance structure of the National Committees. Discussions were also undertaken with community representatives. The Interdepartmental Research Committee on Economic Development of OLMCs (IRCEDO) was created. IRCCED held three meetings and supported the production and publication of three reports : 1. Successful Programs for Developing Entrepreneurship Skills among Youth 2. Best Approaches for Economically Integrating Immigrants 3.Report on Promoting OLMC participation in the knowledge-based economy A new reporting template was implemented allowing the Enabling Fund to better track and assess the results achieved by OLMC organizations. Fourteen agreements were signed with OLMC organizations, including one agreement for each Province and Territory and one with a francophone national umbrella organization for francophone minority communities.
Intermediate Result 2: Increased proportion of Canadians who are aware of the benefits and have the necessary tools to appreciate linguistic duality.
Immediate Result 2.1: Strengthened capacity of language industries.
Public Works and Governmental Services Canada	Linguistic Management and Services	University Scholarships Program in Translation Result for the 2008-2013 Roadmap: Scholarships help encourage students to pursue post-secondary studies in translation, interpretation and terminology.	$8.0 M	$1.95 M	$1.631 M	Award scholarships to students.	The CLSEP awarded 622 scholarships in translation between April 1, 2010 and March 31, 2011. Moreover, since the creation of the program, some universities have experienced an increase in registration in translation programs that may lead to a career in translation. In particular, the University of Moncton had an increase of about 50 % in the number of registration in translation programs.
Public Works and Governmental Services Canada	Linguistic Management and Services	Language Industry Initiative Result for the 2008-2013 Roadmap: Funded projects help enhance the capacity, diversity and effectiveness of the language sector.	$10.0 M	$3.435 M	$3.068 M	Offer compensated internships to students. Grant contributions to businesses to supervise trainees.	68 internships were offered between April 1, 2010 and March 31, 2011. Furthermore, the program has contributed to innovation, promotion, and language technologies project initiatives.
National Research Council of Canada	Interactive Language Technologies	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.	$10.0 M	$1.9 M	$1.89 M	Result 1 - Implementation of a functional R & D strategy to meet the needs of the industry: 3 collaborative agreements and (or) protocols for agreements  2 innovative tools to aid in translation and (or) management of multilingual and multicultural content developed or in the process of development 2 ILT seminars / LTRC / AILIA and 8 presentations at the national level. Result 2 - 60 citations by peers in the scientific community 1 award of excellence, internal and (or) external awards received by staff of the ITL Group 1 invitation for Canadian and foreign researchers 2 students at post-doctoral, doctoral and (or) master's degree received / formed by the ITL Group Number of tasks on the editorial boards of journals, number of leadership roles in program committees of international conferences, number of tasks of proofreading articles for journals and scientific conferences. 2 writing scientific journals 1 task management of the committee or sub committee of international program conferences 20 tasks for editing journals and scientific conferences Number of scientific articles, patents, and licensing of research 10 scientific papers 1 Patent Applications 2 Licensing of Research Result 3 - Number and quality of knowledge transfer and technology 3 collaborative arrangements of R-D: 3 collaborative projects for a total value of $ 600,000 1 business license for a total value of $ 30,000 2 participations in exchange activities with partners and businesses (e.g. LTRC, AILIA, trade shows, etc.): 3 pilot projects with institutional and industrial partners	2 collaborative agreements and memoranda of understanding concluded. 2 technologies transferred to industry (PORTAGE, WeBiText). Ongoing evaluations of 5 prototypes (CATÉGO-NLP, PORTAGE-NLP, TerminoContextuelle, PORTAGE-Parliament, CATÉGO--NVTC) 3 ILT/LTRC seminars and 10 presentations at the national level. 283 citations 1 Best Paper Award at the 2010 Traitement automatique des langues naturelles conference (TLAN-2010) and 1 internal award from the Institute for Information Technology of the National Research Council of Canada. 1 foreign researcher hosted for 2 years. 1 doctoral and 1 bachelor level students hosted. 7 articles edited 1 chair: Multilingualism committee of the COLING 2010 conference on Computational Linguistics 35 reviews 19 papers 2 patent applications 2 new research licences 4 collaboration agreements for a total value of $707,685 2 commercial licences, total value of $35,000 + royalties in the future. Participating in the AILIA-Technology committee and ACCORD collaborator.
Immediate Result 2.2: Improved knowledge and use of both official languages.
Public Works and Governmental Services Canada	Linguistic Management and Services	Canada Language Portal Result for the 2008-2013 Roadmap: Canadians have better access to quality language resources in both official languages	$16.0 M	$3.44 M	$3.44 M	Develop new articles for the Magazine section of the Portal. Add new writing tools to the Collection section of the Portal. Conclude agreements with partners to develop the Magazine section of the Portal. Obtain authorizations given by our partners to establish links to online language resources.	13 articles in each official language 3 tools added (Le Rouleau des prépositions, Les mots du droit and Peck's English Pointers) 6 agreements signed French : 251 links added, 27 withdrawn English  : 227 links added, 30 withdrawn
Canada School of Public Service	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: Increased access to language training products to Canadians through new partnerships with Canadian universities.	$2.5 M	$0.93 M	$0.87 M	Language learning tools meet university learners needs Access and support to language learning products is provided to learners in the selected universities	Three satisfaction surveys were sent to learners (April 2010, August 2010 and January 2011) to assess their satisfaction. Access was provided to 16 of the School's language learning tools. Weekly bulletins were sent to learners to provide guidance in the use of the School's tools.
Canadian Heritage	Official Languages	Second Language Education Component: Support to Second-Language Results for the 2008-2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages.	$190.0 M	$38.0 M	$38.0 M	Maintain or increase the offers of Provinces and Territories programs and activities that promote the learning of French and English as a second official language. Maintain or increase the proportion of Canadians who learns French and English as a second official language.	13 education agreements signed with all the Provinces and Territories to support the instruction of English and French as a second language for 2.4 million young Canadians, including over 317,000 students in immersion programs.
Canadian Heritage	Official Languages	Second Language Education Component: Summer Language Bursaries Results for the 2008-2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages.	$38.3 M	$7.66 M	$7.66 M	Ensure the amount of scholarship holders take advantage of the Explore program. This program offers a cultural exchange that helps learners perfect their comprehension of their second official language competencies.	The Explore program enabled over 7,900 young Canadians to take part in a summer program to enrich their second official language skills and participate in a cultural exchange.
Canadian Heritage	Official Languages	Second Language Education Component: Official-language Monitors Results for the 2008-2013 Roadmap: 1) More Canadians have a practical knowledge of both official languages.	$14.8 M	$2.96 M	$2.96 M	Ensure the amount of participants in the Odyssée program is maintained. This program allows students to work as language assistants in second language classrooms across the country.	The Odyssey program enabled over 300 young people to work as language monitors in schools across Canada.
Canadian Heritage	Official Languages	Promotion of Linguistic Duality Component: Youth Initiatives Results for the 2008-2013 Roadmap: 1) More young Canadians have a practical knowledge of their second language.	$2.0 M	N/A	N/A	N/A	N/A
Immediate Result 2.3: Improved access to cultural expressions of both linguistic groups.
Canadian Heritage	Cultural Industries	National Translation Program for Book Publishing Result for the 2008-2013 Roadmap: Improved access to cultural expressions of both linguistic groups.	$5.0 M	$1.25 M	$800 686	Canadian-owned publishers that benefit from the program select and translate Canadian-authored books in both official languages. Canadian publishers produce more translations of books by Canadian authors in both official languages.	Funding was allocated to Canadian publishers for eligible translations. 69 translations of Canadian-authored books from one official language to the other were funded.
Canadian Heritage	Cultural Industries	Musical Showcase Program for Artists from Official-language Communities Result for the 2008-2013 Roadmap: Improved access to cultural expressions of both linguistic groups.	$4.5 M	$1.0 M	$1.0 M	Music showcases are organized and presented Artists from OLMCs perform at these Showcases Artists from OLMCs are exposed to a larger audience OLMCs have access to more music showcases in their language	236 artists of OLMCs performed in 538 music showcases presented at regional, national and international events, in addition to several touring opportunities. More than 2000 industry professionals were present at the events where the showcases took place.
Intermediate Result 3: Strengthening capacity of the Government of Canada relating to official languages.
Immediate Result 3.1: Reinforced coordination for the Official Languages Program (OLP).
Justice Canada	Legal Services to Government	Accountability and Coordination Framework Result for the 2008-2013 Roadmap: Support to the ministers with statutory or sectoral responsibilities for Official Languages and to work with them.	$2.18 M	$0.44 M	$0.44 M	Continue training of DOJ employees in order to increase awareness of language rights. Production of two framework opinions on key provisions of the Official Languages Act to better equip legal counsel within the legal service units.	The Official Languages Law Section gave 30 presentations on language rights during the 2010/11 fiscal year. We currently have two framework opinions being drafted. We decided to prioritize the update of Charter-related records (sections 16 to 23). Out of eight records, seven were completed in February 2011.
Justice Canada	Internal Services	Accountability and Coordination Framework	$0.15 M	$0.03 M	$0.03 M	N/A	N/A
Canadian Heritage (Official Languages Secretariat)	Official Languages	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 quality of information on results (financial and non-financial) provided by the partners is improved. 4) The results of the research on official languages are communicated to the partners. 5) The Minister of Official Languages is advised on official languages files.	$13.5 M	$2.68 M	$1.97 M	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. 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 senior management The Official Languages Secretariat (OLS) offered strategic advice and direction for policy development and decision-making. The OLS also coordinated the Ministerial Conference on the Canadian Francophonie held in Yellowknife, Northwest Territories, in June 2010, for the federal government and helped drive progress in priority issues, particularly economic development and Francophone immigration. Facilitating the Roadmap's implementation The OLS helped to coordinate the federal governments' official languages activities through regular interdepartmental meetings. The OLS supported the Deputy Minister of Canadian Heritage in restructuring the horizontal governance model for interdepartmental committees to improve functioning and effectiveness. In May 2010, the OLS organized a three-day dialogue session in Ottawa to identify the official-languages needs and priorities. The event brought together 165 participants from the community sector and key linguistic-duality organizations, and all of the Roadmap partners. The OLS organized the Symposium on Official Languages Research, slated for September 1 in Ottawa. HRMAF implementation The OLS developed the Official Languages Performance and Information Management System (OLPIMS) to follow-up on the objectives of the federal government's Roadmap partners. The OLS updated the performance measurement strategy. The annual planning and accountability requirements have been fulfilled.
Immediate Result 3.2: Reinforced linguistic duality in federal public service.
Office of the Chief Human Resources Officer	Human resources management - Establishing Directions	Centre of excellence Result for the 2008-2013 Roadmap: Linguistic duality is reinforced in the federal public service.	$17.0 M	$3.4 M	$3.273 M	Continuous support to the review of policy instruments on human resources management to ensure the instruments on official languages are simplified, modernized and include general principles. Support to the development and review of policy instruments from other policy centres on all issues pertaining to official languages. Policy interpretations on horizontal issues. Monitoring the status of official languages in institutions subject to the Official Languages Act, through risk based annual reviews on official languages. An assessment of the official languages performance of institutions as part of the Management Accountability Framework (MAF). An annual report on official languages submitted to Parliament that presents a strategic overview of the Official Languages Program, and is integrated into the Report on the Human Resources Management of the Public Service of Canada. Preparing for the compliance review of the Regulation based on the next decennial census data (the data will likely be available by December 2012).	Almost 60% of the work has been completed to date. The new set of policies on official languages will include 4 instruments[2]. A draft of these new instruments was prepared. The consultation process is underway. 6 policy instruments from other policy centres were assessed. The guidelines on internal use of social media were distributed. The interpretation for the implementation of CALDECH and a corresponding analytical grid were sent to the institutions in June 2010. 11 interpretation requests affecting one institution were processed. 73 annual reviews were requested from the institutions and 68 were received (93%). The status of official languages was assessed under the MAF. The Annual Report on Official Languages 2008-09 was submitted in October 2010. The preparatory work is well underway. The overall schedule and detailed list of tasks have been established. The main tools and templates have been developed.
Office of the Chief Human Resources Officer	Human resources management - Enabling Infrastructure					Horizontal support to institutions in particular through the advisory committees on official languages, the Network of official languages champions, the annual conference of official languages champions and the annual forum on best practices.	The preparatory work is well underway. The overall schedule and detailed list of tasks have been established. The main tools and templates have been developed. The Departmental Advisory Committee and the Crown Corporations Advisory Committee on Official Languages have each held 2 meetings and 1 retreat. Average participation rate: 75% for the departments and 46% for the Crown corporations. A Network of champion's conference was organized. The theme was leadership and working language. The Network also held 6 meetings. The annual forum on best practices was held under the theme of communities at the heart of official languages. 20 information sessions and workshops were offered to federal institutions. 1 information session was offered to TBS analysts. 2 horizontal requests for advice and information were processed. 76 requests for advice and information affecting a single institution were processed. 10 requests for information from the public were processed. 7 pieces of correspondence were written. 5 Access to Information requests were processed. A special study on the management of the Official Languages Program in institutions is underway and will be distributed during the next fiscal year. Improvements were made to the Regulations Management System (RMS) in preparation for the compliance review of the Regulations. More improvements will follow next year. Corrections were made to the ABCs of Linguistic Profiles at Your Fingertips tool.
Total			$1 110.1 M	$234.92 M	$215.6 M

Comments on Variances:

ACOA: The variance in planned versus actual spending associated to the Francophone immigration project is largely due to delays in opening the welcome centres, staffing the centres and subsequently delivering activities to newcomers. The cause for the delays in opening was as a result of the time it took to organize the four communities, ensure they had a steering committee in place and engage both the business community and community at-large.

As for the variance on planned and actual spending in the delivery of the Economic Development Initiative, the variance is mostly due to delays incurred in certain projects that resulted in extending their completion date as well as incurring forecasted expenses in the 2011-12 financial year instead of the 2010-11 financial year.

Canada Economic Development (CED) for Quebec regions: In the first two years of the initiative, efforts to raise awareness regarding the EDI were to take place with OLMC. These efforts were carried out with various associations representing the OLMC. As a result, there have been more projects submitted to the Agency during the last year considering the time normally required for project requests to be developed by the OLMC and subsequently submitted to us. Having said that, we have, for some time now, noticed that we are reaping greater benefits from our increased contacts with the OLMC.

CIC: The total amount actually spent by CIC in 2010-11 exceeds the funding set out by the Roadmap for the same period. An additional $10.7M was taken from CIC settlement funds for the implementation of official languages initiatives, as specified in CIC's submission to the Treasury Board in relation to the Roadmap.

FedDev Ontario: Given the fact that the Initiative was created prior to the establishment of the Agency, there have been a number of challenges and delays that have impacted the execution of funding agreements and the disbursement of funding.

HRSDC :
Childcare pilot project
All the funding required to carry out the Child Care Pilot Project was spent. In 2009-10, a process was implemented to identify additional research projects. Projects have been identified. Some were carried out in 2010-11, while others began in 2011-12 and will continue in 2012-13.

Enabling Fund
The Enabling Fund renewed 14 contribution agreements with national, provincial and territorial organizations; however, $200,000 in program funding was not spent by one of the recipient organizations.

Industry Canada-FedNor: Some projects started late. The funds will be allocated later in 2011-12.

Industry Canada - Regional Operations Sector: A project with the Institute of Moncton was not financed at their request, due to lack of time on their part.

Justice Canada:
Explanation for the Contraventions Act Fund: Only provinces/territories/municipalities are eligible for funding under the Fund. The Department has been diligently working to negotiate new agreements in 2010-11, namely with Newfoundland-and-Labrador and Prince Edward Island. As staff at the provincial level changed, negotiations were temporarily suspended until such time as new staff was assigned. The Department continues to work to move negotiations forward towards getting the provinces/territories/municipalities to sign contribution agreements, which once accomplished will utilize available funding.

Explanation for the Access to Justice Support Fund: The process to increase awareness on the training component has been longer than anticipated which has reduced the number of anticipated projects. However, departmental efforts to increase awareness of the component in 2010-11 were increased and as a result, it is anticipated that more funding applications will be received in 2011-12.

PCH-OLS: The difference between planned spending and real spending is attributed to the overtime needed to recruit additional resources. The planned staffing level was achieved before fiscal year-end. Recruitment time led to delays in carrying out some activities.

PCH-Cultural industries: The National Translation Program for Book Publishing's annual budget exceeded demand for support for literary translation in 2010-11. To encourage more official-language translations, Canadian Heritage and the Canada Council for the Arts, which administers the program on behalf of the Department, have introduced funding for supplemental activities, including a translation rights fair.

PWGSC - Translation Bureau: Contribution payments for the Language Sector Enhancement Program were not paid in full due to delays in program delivery, primarily due to stakeholders and recipients not being able to process contributions. This resulted in lower than planned expenditures (unused portion of $0.7 million)

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

Contact information: Isabelle Delage, Canadian Heritage - Official Languages Secretariat, (819) 997-0622, isabelle.delage@pch.gc.ca

Name of Horizontal Initiative: Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime, formerly the National Initiative to Combat Money Laundering

Name of Lead Department(s): Department of Finance Canada

Lead Department Program Activity: Economic and Fiscal Policy Framework

Start Date: June 2000

End Date: 2010–11

Total Federal Funding Allocation (from start date to end date): $533.8 (millions)

Description of the Horizontal Initiative (including funding agreement): The National Initiative to Combat Money Laundering was established in 2000 as part of the government's ongoing effort to combat money laundering in Canada. Legislation adopted that year, the Proceeds of Crime (Money Laundering) Act, created a mandatory reporting system for suspicious financial transactions, large cross-border currency transfers, and certain prescribed transactions. The legislation also established the Financial Transactions and Reports Analysis Centre of Canada to collect and analyze these financial transaction reports and to disclose pertinent information to law enforcement and intelligence agencies. In December 2001, the Proceeds of Crime (Money Laundering) Act was amended to include measures to fight terrorist financing activities and renamed the Proceeds of Crime (Money Laundering) and Terrorist Financing Act.

The National Initiative to Combat Money Laundering was expanded and is now known as Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime. In December 2006, Bill C-25 amended the Proceeds of Crime (Money Laundering) Act to ensure that Canada's legislation remains consistent with international anti-money laundering and anti-terrorist financing standards established by the Financial Action Task Force and is responsive to areas of domestic risk. Amendments include enhanced client identification requirements, the creation of a registration regime for money services businesses, and the establishment of an administrative and monetary penalties regime to deal with lesser infractions of the Act.

Shared Outcome(s): To detect and deter money laundering and the financing of terrorist activities and to facilitate the investigation and prosecution of money laundering and terrorist financing offences

Governance Structure(s): Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime is a horizontal initiative comprising both funded and non-funded partners. The funded partners are the Department of Finance Canada, the Department of Justice Canada, the Public Prosecution Service of Canada, the Financial Transactions and Reports Analysis Centre of Canada, the Canada Border Services Agency, the Canada Revenue Agency, the Canadian Security Intelligence Service and the Royal Canadian Mounted Police. The non-funded partners are Public Safety Canada, the Office of the Superintendent of Financial Institutions Canada, and Foreign Affairs and International Trade Canada. An interdepartmental assistant deputy minister-level group and working group, consisting of all partners and led by the Department of Finance Canada, has been established to direct and coordinate the government's efforts to combat money laundering and terrorist financing activities. In addition, the Department of Finance Canada also chairs a Public/Private Sector Advisory Committee. This broad-based advisory committee, comprising both public and private sector representatives, provides general guidance for Canada's Anti-Money Laundering and Anti-Terrorist Regime.

Performance Highlights: A 10-Year evaluation of Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime, which included a Management Action Plan, was completed and published on the Department of Finance Canada website.

The Financial Transactions and Reports Analysis Centre of Canada (FINTRAC) increased its disclosures to law enforcement and security partners to 769 cases of suspected money laundering, terrorist financing and threats to the security of Canada.

The Royal Canadian Mounted Police created five anti-money laundering teams in Ottawa, Montreal, Toronto, Calgary and Vancouver.

The Canadian Border Services Agency performed more than 1,640 seizures under the Proceeds of Crime (Money Laundering) and Terrorist Financing Act, totalling over $30 million.

The Public Prosecution Service of Canada laid 6,494 charges for the possession of proceeds of crime and 30 charges for money laundering under the Criminal Code, as well as 31 charges under the Proceeds of Crime (Money Laundering) and Terrorist Financing Act.

The Canada Revenue Agency's (CRA's) Special Enforcement Program completed 115 audits based on FINTRAC disclosures; total federal income taxes were reassessed at $26,756,939, and total Goods and Services Tax / Harmonized Sales Tax dollars were assessed at $813,069. In addition, CRA's Charities Directorate revoked the registration of three Canadian charities on grounds that included links to terrorism.

Canada continued to play a leadership role in the revision of the Financial Action Task Force (FATF)'s international standards for anti-money laundering and anti-terrorist financing. As well, Canada recently extended its participation in the FATF-Style Regional Bodies network by becoming an observer of the Grupo de Accion Financiera de Sudamerica, the FATF-Style Regional Body for South America.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
				Planned Spending	Actual Spending	Expected Results	Results Achieved
Department of Finance Canada	Financial Sector Policy	Canada's Anti- Money Laundering and Anti-Terrorist Financing Regime	$3.3	$0.3	$0.3	The Department of Finance Canada will provide effective oversight of Canada's Anti-Money Laundering and Anti-Terrorist Financing (AML/ATF) Regime. The Department will complete the 10-year Treasury Board-mandated evaluation of the AML/ATF Regime to assess its effectiveness and access to continued funding. The Department will implement the Budget 2009 measure related to counter-measures against illicit financing. The Department will monitor the financial sector for money laundering and terrorist financing risks as well as other emerging illicit financing risks. The Department will participate in international forums related to combatting money laundering and terrorist financing such as the G7 Financial Experts meetings, the Financial Action Task Force, the Caribbean Financial Action Task Force, and the Asia Pacific Group on Money Laundering. In addition, the Department will contribute and respond to G20 work on illicit financing.	The Department of Finance Canada continued to address policy and operational issues to ensure the effectiveness of the AML/ATF Regime. The Department also hosted spring and fall meetings of the AML/ATF Regime's Public/Private Sector Advisory Committee. The Department completed the 10-year evaluation of the AML/ATF Regime and led the interdepartmental working group conducting the evaluation. The evaluation report was published on the Department's website. The Department continued to implement the Budget 2009 measure related to counter-measures against illicit financing, including legislative amendments promulgated as part of the legislation that implemented Budget 2010, the Jobs and Growth Act. The Department consulted with provincial gaming authorities on modernizing the Proceeds of Crime (Money Laundering) and Terrorist Financing Act to explicitly cover online casinos. The Department also met regularly with domestic partners to discuss potential money laundering and terrorist financing risks. The Department actively participated and undertook a leadership role at plenary and intercessional meetings of the Financial Action Task Force (FATF), the Caribbean Financial Action Task Force (CFATF), the Grupo de Accion Financiera de Sudamerica (GAFISUD) and the Asia/Pacific Group on Money Laundering (APG) plenary as well as meetings of the G7 Financial Experts. As the head of Canada's delegation at international forums relating to anti-money laundering and combatting the financing of terrorism (AML/CFT), the Department: coordinated federal partners' contributions; played a challenge function in FATF, APG, GAFISUD and CFATF mutual evaluation processes, a comprehensive peer review process that is the cornerstone of the global implementation of FATF standards (the FATF 40 Recommendations on money laundering and the 9 Special Recommendations on Terrorist Financing); contributed to the development of FATF policy and standards and the analysis of new AML/CFT trends and typologies; hosted a domestic workshop to feed into international work on incorporating effectiveness into the mutual evaluation process; participated in the FATF International Co-operation Review Group to identify and monitor high-risk jurisdictions; identified and leveraged funds to support capacity building and technical assistance for APG and CFATF as well as training for their individual members; and provided advice and guidance to CFATF member countries on governance and capacity issues.
Department of Justice Canada	The National Initiative to Combat Money Laundering	Canada's Anti- Money Laundering and Anti-Terrorist Financing Regime	$7.1	$0.1	$0.1	The Criminal Division of the Department of Justice Canada plays an important role in Canada's Anti- Money Laundering and Anti-Terrorist Financing (AML/ATF) Regime. For 2010–11, it is anticipated that the Criminal Division will use the resources it receives to carry out work related to the Financial Action Task Force (FATF), including attending FATF-related international meetings. Resources will also be allocated to ensure the Criminal Division's continued involvement in policy development related to money laundering and terrorist financing. Finally, the Human Rights Law Section will receive money to deal with any ancillary constitutional issues raised during the prosecutions.	The Department of Justice Canada, including the Criminal Law Policy Division and the Criminal Division of the Litigation Branch, continued to do operational work in support of the AML/ATF Regime. Counsel from the Criminal Division continued to provide legal advice to the Department of Finance Canada and to other participants in the AML/ATF Regime, and attended a number of FATF meetings. The funds targeted for the Department of Justice Canada within the AML/ATF Regime were used for Regime-related purposes only.
Public Prosecution Service of Canada (PPSC)	Addressing criminal issues to contribute to a safer world	Canada's Anti- Money Laundering and Anti-Terrorist Financing Regime	$11.5	$2.3	$3.0	PPSC plays a significant role in Canada's Anti-Money Laundering and Anti-Terrorist Financing (AML/ATF) Regime. For 2010–11, it is anticipated that information provided to law enforcement by the Financial Transactions and Reports Analysis Centre of Canada  (FINTRAC) will result in a need by law enforcement for more prosecutorial legal advice. It is also anticipated that this information will result in additional charges being laid for money laundering and terrorist financing offences, thus resulting in an increased workload for prosecutors. PPSC also has responsibilities related to the Proceeds of Crime (Money Laundering) and Terrorist Financing Act (PCMLTFA). The work planned includes applications for production orders and prosecutions for PCMLTFA-related offences. In addition, resources will be used for the training of law enforcement personnel and prosecutors and for the development and coordination of policy related to AML/ATF. Finally, PPSC resources will be used to carry out work related to the Financial Action Task Force, as required.	During 2010–11, 6,494 charges for the possession of proceeds of crime and 30 charges for money laundering were laid under the Criminal Code, as well as 31 charges under the PCMLTFA. There were no charges laid related to the terrorism financing provisions of the Criminal Code during this period. Legal advice was provided by in-house counsel against 41 per cent of the possession of proceeds of crime files, 40 per cent of the money laundering files, and 19 per cent of the PCMLTFA files that these new charges represent. Finally, PPSC counsel provided both formal and ad hoc training to law enforcement personnel over the course of investigations. Resources were also dedicated to policy development and coordination to ensure consistency across all regions.
The Financial Transactions and Reports Analysis Centre of Canada (FINTRAC)	Collection, analysis and dissemination of financial information	Canada's Anti- Money Laundering and Anti-Terrorist Financing Regime	$306.6	$37.5	$36.2	FINTRAC's financial intelligence and case disclosures on money laundering will be widely disseminated to, and used by, law enforcement and intelligence agencies. FINTRAC will provide enhanced compliance in high-risk-reporting entity sectors.	In 2010–11, FINTRAC disclosed 769 cases of suspected money laundering, terrorist financing, and threats related to the security of Canada to law enforcement and security partners. This represents a significant increase over the 579 cases disclosed in 2009–10 and the 556 cases disclosed in 2008–09. In 2010–11, the average timeliness of case analysis improved by 18 per cent, decreasing from 68 days to 56 days. This decrease was due to improved business processes and a better understanding of partner needs. FINTRAC continued to make improvements to its mechanisms for defining and prioritizing partners' intelligence requirements. These enhancements have allowed FINTRAC analysts to better understand and respond to the needs of investigative and intelligence partners and to focus on the cases of highest importance. FINTRAC also continued to fulfill the needs of various partners and stakeholders in producing and disseminating a wide range of strategic financial intelligence assessments, briefs and reports. These products served to inform government policy and decision makers as well as reporting entities about money laundering and terrorist financing issues, methods, indicators and case studies, which enabled them to better combat money laundering and terrorist financing. One example during the year was the third report in FINTRAC's Typologies and Trends Report series entitled Money Laundering and Terrorist Financing (ML/TF) Typologies and Trends for Canadian Money Services Businesses (MSBs). This report, published in July 2010, will enable MSBs and other reporting entities and partners to recognize and combat money laundering and terrorist financing more effectively. Examinations continue to be a primary method for FINTRAC to ensure that reporting entities are complying with their obligations under anti-money laundering and anti-terrorist financing legislation. During 2010–11, FINTRAC made a number of enhancements to its current examination plan. The aim was to increase its coverage of reporting entities operating in the higher-risk sectors by examining the key market players, representing the majority of the respective sectors' market share, transactions and assets. FINTRAC also completed 684 examinations, of which 376 (55 per cent) were on-site examinations and 308 (45 per cent) were desk examinations. The Administrative Monetary Penalties (AMPs) program continues to encourage change in non-compliant behaviour. In its second year of implementation, an additional eight AMPs have been publicly named on FINTRAC's website, and one Non-Compliance Disclosure  was submitted to law enforcement.
Royal Canadian Mounted Police (RCMP)	Money Laundering Units (AML)	Canada's Anti- Money Laundering and Anti-Terrorist Financing Regime	$62.8	$6.9	$5.7	The RCMP will enhance national and international opportunities for the detection and investigation of money laundering activities, including leading national joint cash-smuggling interdiction operations. The RCMP will develop Financial Transactions and Reports Analysis Centre of Canada (FINTRAC) disclosures, as well as other intelligence, to a point where resources from Integrated Proceeds of Crime units or from elsewhere in the RCMP could be redirected to investigations in order to increase seizures. The RCMP will review current distribution of resources in the Anti-Money Laundering Program to determine effectiveness, with a view to maximizing available resources.	The RCMP's Crime Branch has an on-site resource from the U.S. Internal Revenue Service's (IRS's) Criminal Investigation section to share intelligence from IRS databases for ongoing RCMP investigations involving U.S. targets and/or Canadians living in the U.S. Files with an international component for 2010 totalled 181. As part of the Integrated Proceeds of Crime and anti-money laundering (AML) human resource allocation review in 2010, five AML teams have been created in Ottawa, Montreal, Toronto, Calgary and Vancouver. This model will allow proactive FINTRAC intelligence to develop into large-scale money laundering and proceeds of crime investigations.
	Anti-Terrorist Financing Units	Canada's Anti- Money Laundering and Anti-Terrorist Financing Regime	$28.1	$5.2	$3.8	Through the gathering and analysis of financial intelligence, the Anti-Terrorist Financing Team (AFTF) will focus on converting that intelligence into proactive investigations, thus enhancing its ability to detect and deter terrorist financing activities. The AFTF will continue to work closely with domestic partners to further criminal investigations into terrorist financing and will participate in and contribute to international forums, such as the Financial Action Task Force and international law-enforcement working groups on terrorist financing.	The ATFT supports counter-terrorism strategies related to terrorist financing, financial intelligence gathering, investigations and enforcement. In 2010–11, ATFT supported 30 major investigations. In 2010-11, ATFT submitted six voluntary information reports to the Financial Transactions and Reports Analysis Centre (FINTRAC). In 2010–11, ATFT received 13 disclosures from FINTRAC. ATFT continues to provide training to the RCMP and its partner agencies. In 2010–11, two Anti-Terrorist Financing courses were delivered, with 52 candidates receiving training. ATFT continues to support the Financial Action Task Force (FATF), the Asia/Pacific Group on Money Laundering, and the Middle East and North Africa Financial Action Task Force. Building on existing partnerships with the lead department, the Department of Finance Canada, and its partners, the RCMP has participated at four practitioners' groups and conferences. The Department of Finance Canada continues to consult with ATFT on FATF-related matters, such as international cooperation, information sharing and related projects.
Canada Revenue Agency (CRA)	Special Enforcement Program (SEP)	Canada's Anti- Money Laundering and Anti-Terrorist Financing Regime	$23.8	$2.2	$2.2	CRA will focus on the following four pillars: Participating in committees and initiatives to manage and enhance Canada's Anti-Money Laundering and Anti-Terrorist Financing (AML/ATF) Regime; Enhancing operational relationships with the Financial Transactions and Reports Analysis Centre of Canada (FINTRAC) and other partners in the AML/ATF Regime; Conducting research and analysis; and Contributing to the work of international organizations to enhance cooperation between tax adminis-trations and AML/ATF authorities. In 2010–11, SEP will continue to thoroughly review all disclosures received from FINTRAC and to select those with potential for audit. The projected number of audits remains at 90, with a projected federal tax recovery of $7 million. However, the complexity of the files resulting from FINTRAC referrals is increasing, and this may lead to a reduction in the number of audits SEP is able to complete in 2011–12. The results of these audits will be gathered for intelligence purposes to determine whether trends can be established.	CRA has made significant efforts to enhance its operational relationships FINTRAC and other partners in the AML/ATF Regime. During this reporting period, CRA coordinated an information session with FINTRAC, focusing on its operational functions in order to improve the quality of information shared between the two organizations. CRA continues to explore options to increase its interaction with FINTRAC and its law enforcement partners, particularly the Royal Canadian Mounted Police. Meetings at the headquarters level were held to discuss and clarify roles, expectations, impediments and responsibilities to maximize the partnership and the shared goal of addressing the accumulation of illicit wealth in the criminal economy. CRA received 124 FINTRAC disclosures between April 1, 2010, and March 31, 2011. The majority of the disclosures have been worked on by SEP, which conducts audits, delinquent actions and other enforcement activities on individuals suspected of deriving income from illegal activities. In 2010–11, SEP completed 115 audits based upon FINTRAC disclosures, with total federal income taxes reassessed in the amount of $26,756,939 and total Goods and Services Tax / Harmonized Sales Tax dollars assessed at $813,069. Of the 115 audits completed, four cases were referred for consideration of criminal prosecution related to tax evasion. CRA has begun tracking information from FINTRAC disclosures in order to identify trends in tax non-compliance. This intelligence will be useful for risk assessment of future disclosures and other referrals from law enforcement agencies to CRA.
	Charities Directorate	Canada's Anti- Money Laundering and Anti-Terrorist Financing Regime	$11.8	$4.4	$4.4	CRA, under the Income Tax Act, has responsibility for administering the registration system for charities. This recognizes that the existence of a strong regulatory deterrence against terrorist abuse of charities contributes to suppressing the financing of terrorism in Canada and to protecting and preserving the social cohesion and well-being of Canadians. CRA's regulatory oversight of charities has been strengthened by the enactment of complementary measures under the Charities Registration (Security Information) Act and the Proceeds of Crime (Money Laundering) and Terrorist Financing Act and by changes to the Income Tax Act that authorize broader information sharing between anti-money laundering and anti-terrorist financing (AML/ATF) agencies. Under these authorities, intelligence provided to CRA assists in its mandate to protect the integrity of the registration system for charities, and information disclosed by CRA can be used for investigative purposes. In 2010–11, CRA will consolidate its capacity to identify and respond to cases involving possible links to terrorism through continuing information technology (IT) development, expanding formal information-sharing arrangements with Regime partners, refining performance measurement and risk management tools, and staffing and training its full complement of program full-time equivalents.	Results delivered in 2010–11 focused on enhancing the suite of IT tools to support analysis and performance measurement; refining risk management tools; and continuing to staff and train the full complement of program full-time equivalents. CRA continued the normal business of reviewing applications for charitable registration, monitoring registered charities, and exchanging information under legal authorities with its partners, in relation to risks of support for terrorist activities. CRA revoked the registration of three Canadian charities on grounds that included their links to terrorism. It also continued to develop and enhance relationships and training with Regime partners, and provide a strong CRA presence in interdepartmental committees addressing cross-cutting policy and review activities relevant to Canada's AML/ATF regime. Note: The numbers in columns 4 and 5 have been revised from what was originally reported in the 2010–11 Report on Plans and Priorities.
Canada Border Services Agency (CBSA)1	Risk Assessment Program	Canada's Anti- Money Laundering and Anti-Terrorist Financing Regime	$74.6	$2.0	$1.4	The Risk Assessment Program involves identifying high-risk individuals and goods before their arrival at Canada's border by using advance passenger and cargo information from carriers, importers, exporters, and other partners. Once identified, high-risk individuals or goods are flagged for closer examination and possible enforcement action at a Canadian port of entry.	During 2010–11, the CBSA performed more than 1,640 seizures under the Proceeds of Crime (Money Laundering) and Terrorist Financing Act, totalling over $30 million. Approximately $2.6 million of this total was forfeited to the Crown, and penalties have been assessed in excess of $800,000. Over 100 seizures have resulted in forfeiture as suspected proceeds of crime or funds for the use of terrorist activities.
	Enforcement	Canada's Anti- Money Laundering and Anti-Terrorist Financing Regime		$3.5	$5.4	Border services officers detain, seize or forfeit, and impose penalties on goods and currency that are non-compliant with the Customs Act or other Canadian legislation and regulations, such as the Proceeds of Crime (Money Laundering) and Terrorist Financing Act. They are also responsible for administrating and enforcing the Immigration and Refugee Protection Act.
	Conventional Border	Canada's Anti- Money Laundering and Anti-Terrorist Financing Regime		$0.4	$0.2	CBSA is responsible for the development and administration of border-related programs and associated policies, regulations, and procedures.
	Recourse	Canada's Anti- Money Laundering and Anti-Terrorist Financing Regime		$0.3	$0.3	A redress process is available to individuals, importers, and carriers for CBSA enforcement-related actions.
	Internal Services	Canada's Anti- Money Laundering and Anti-Terrorist Financing Regime		$1.3	$1.3	Internal Services provides program support in areas such as governance and management support (e.g., communications and legal services), resources management services (e.g., information technology, human resources and financial management), and asset management services (e.g., real property and acquisitions).
Total			$529.5	$66.3	$64.3

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2010–11	Total Actual Spending for All Federal Partners for 2010–11
$533.8†	$66.3	$64.3
† Certain organizations that are partners in Canada's Anti-Money Laundering and and Anti-Terrorist Financing Regime are exempt from reporting; therefore, the figures presented in the table may not sum to the total amount allocated.

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

Contact information.

Rachel Grasham
Chief, Financial Crimes Section
Telephone: 613-943-2883

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1 The figures reported for CBSA under Planned Spending 2010–11 include 20 per cent for the employee benefits plan (EBP) but not the 13 per cent for Public Works and Government Services accommodation costs.

Name of Horizontal Initiative: National Anti-Drug Strategy

Name of Lead Department(s): Department of Justice

Lead Department Program Activity: Justice policies, laws and programs

Start Date: 2007-08

End Date: 2011-12 and ongoing

Total Federal Funding Allocation (from start date to end date): $588.9 M (Total Allocation has been changed from $578.6M to reflect changes to Health Canada amounts).

Description of the Horizontal Initiative (including funding agreement):

The National Anti-Drug Strategy was launched by the Government of Canada in 2007, with a clear focus on illicit drugs and a particular emphasis on youth. Its goal is to contribute to safer and healthier communities through coordinated efforts to prevent use, treat dependency and reduce production and distribution of illicit drugs. It encompasses three action plans: prevention, treatment and enforcement.

The prevention action plan supports efforts to prevent youth from using illicit drugs by enhancing their awareness and understanding of the harmful social and health effects of illicit drug use, and to develop and implement community-based interventions and initiatives to prevent illicit drug use. The treatment action plan supports effective treatment and rehabilitation systems and services by developing and implementing innovative and collaborative approaches. The enforcement action plan aims to contribute to the disruption of illicit drug operations in a safe manner, particularly targeting criminal organizations.

Shared Outcome(s):

• Reduced demand for illicit drugs in targeted populations and areas;
• Reduced impacts of illicit drug use through prevention and treatment efforts; and
• Reduced supply of illicit drugs.

Governance Structure(s):

The governance structure of the Strategy consists of an Assistant Deputy Minister Steering Committee and working groups on policy and performance, prevention and treatment, enforcement, and communications. The governance structure is supported by the Youth Justice and Strategic Initiatives Section of the Department of Justice Canada.

The Assistant Deputy Minister Steering Committee (ADMSC), which is chaired by the Department of Justice Canada, oversees the implementation of the Strategy, making decisions necessary to advance the initiative, where required, and ensuring appropriate and timely outcomes for the initiative and accountability in the expenditure of initiative resources. The ADMSC prepares questions for the consideration of Deputy Ministers, where appropriate.

The Prevention and Treatment Working Group, chaired by Health Canada, oversees the implementation of the Prevention and Treatment Action Plans. The Enforcement Working Group, chaired by the Department of Public Safety Canada, oversees the implementation of the Enforcement Action Plan. The Policy and Performance Working Group, chaired by the Department of Justice Canada, oversees policy directions and outcomes for the Strategy and the work of the Sub-Committee on Evaluation and Reporting. The Communications Working Group, chaired by the Department of Justice Canada, oversees communication of the Strategy, including making decisions necessary to advance communication of the initiative and ensuring coordination of communication.

Performance Highlights:

For 2010-11, the 12 federal partner departments and agencies involved in the NADS continued to implement the Strategy as planned, with its focus on contributing to safer and healthier communities through coordinated efforts to prevent use, treat dependency, and reduce the production and distribution of illicit drugs. Since certain components of the Strategy will sunset in 2012, partners began planning for their renewal and discussing the Strategy's scope in general. In addition, as is required by the accountability structure for the Strategy, an impact evaluation was initiated.

The overall operating environment did not change in 2010-11. Bill S-10, which proposed mandatory minimum penalties for serious drug offences, was not passed by Parliament; therefore, the legislation-related components of the Strategy were not implemented.

The following tables present the performance results for each federal partner's program activities.

Federal Partner: Department of Justice

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
A1 – Justice policies, laws and programs	a. Drug Treatment Courts	16.2	3.6	3.6	Link 1	Link 1
	b. Youth Justice Fund (Treatment Action Plan)	6.8	1.6	1.4	Link 2	Link 2
	c. Justice Canada Lead Role for the National Anti-Drug Strategy	1.4	0.3	0.3	Link 3	Link 3
C1 – Internal Services	d. Justice Canada Lead Role for the National Anti-Drug Strategy	1.5	0.3	0.3	Link 4	Link 4
	e. National Anti-Drug Strategy	0.3	0.1	0.1	Support programs
	Total	26.2	5.9	5.7

Expected Results for 2010–11:

Link 1:

Reduced drug substances relapse among drug treatment court clients.

Link 2:

Overall results:

• To work collaboratively with interested provinces and territories as well as other stakeholders in order to identify gaps in drug treatment programs for youth in the justice system.
• To introduce, pilot and evaluate a number of drug treatment options for youth involved in the youth justice system in communities.
• To share knowledge of the piloted drug treatment programs and promising practices with provinces and territories as well as other interested stakeholders.

Immediate outcomes:

• Projects on treatment services and program enhancements.
• Enhanced capacity to plan/deliver a range of treatment services and programs to targeted populations.

Intermediate outcomes:

• Increased availability of, and access to, effective treatment services and programs for targeted populations in areas of need.
• Improved treatment systems, programs and services to address illicit drug dependency in targeted populations in areas of need.
• Reduced risk-taking behaviours.

Link 3:

Effective leadership of the federal response to concerns around illicit drug prevention, treatment and enforcement through:

• exercising overarching responsibility for policy and coordination;
• maintaining the NADS Governance Structure;
• taking lead responsibility for performance reporting;
• implementing the recommendations from the Implementation Evaluation; and
• starting the process for the renewal of sunsetting components of the Strategy.

Link 4:

Effective leadership of the federal response to concerns around illicit drug prevention, treatment and enforcement through:

• leading and coordinating all NADS communications activities; and
• taking lead responsibility for Strategy evaluation.

Results Achieved in 2010–11:

Link 1:

Early results collected through the Drug Treatment Court Information System show Drug Treatment Court clients have clean urine screen tests (i.e., no drug use) 62% of the time that they are in the program.

Link 2:

In 2010-11, a total of 17 projects were funded, including 12 through contributions and five through grants. Of these, seven were on-going contribution agreements from previous years; one was deferred from 2009-10 to 2010-11; one was deferred to begin in 2011-12; and three were new pilot projects. The total value of these projects was $1,138,881 in contributions and $149,000 in grants. Of the 17 projects:

• five were with a provincial government or its designate;
• one was a project located in Prince Albert, Saskatchewan, funded jointly with Human Resources and Skills Development Canada's Homelessness Partnering Strategy; and
• 11 were with front-line community organizations.

The funded projects covered the following areas: training/education, information sharing, evaluation, and program pilot projects.

The Department of Justice Canada also held a two-day forum with program managers and researchers to explore effective approaches for dealing with youth in conflict with the law with drug abuse issues.

Link 3:

The Department of Justice Canada provided effective leadership of the federal response to concerns around illicit drug prevention, treatment, and enforcement through its work in the following four areas: policy and coordination, the NADS governance structure, communications activities (see Link 4 below), and evaluation and performance reporting (see Link 4 below).

Policy and Coordination:

• Supported the process for Parliamentary consideration of a Government Bill to address serious drug crimes by proposing minimum penalties;
• Collaborated with the partner departments to fully implement the action plans developed in response to the Implementation Evaluation and is currently working in partnership with the other departments to conduct the Impact Evaluation which examines the continued relevance, effectiveness, and demonstrated efficiency and economy of the NADS;
• Implemented a process for renewing sunsetting components of the Strategy, including organizing and hosting a Policy Planning Retreat with the partner departments, and chairing an interdepartmental Ad Hoc Research Working Group to support renewal;
• Organized and hosted the NADS Speaker Series, with four presentations by scientific researchers and experts in 2010-11; and
• Oversaw NADS involvement in the development of the Action Plan to implement the new Hemispheric Drug Strategy of the Organization of American States.

Governance:

• Chaired and provided the secretariat function for the NADS ADM Steering Committee;
• Chaired and provided the secretariat function for the NADS Policy and Performance Working Group;
• Participated in meetings of the Prevention and Treatment, and Enforcement Working Groups; and
• Led the Sub-Committee on Evaluation and Reporting and the Communications Working Group.

Link 4:

The Department of Justice Canada provided effective leadership of the federal response to concerns around illicit drug prevention, treatment and enforcement through its work in the following four areas: policy and coordination (see Link 3 above), the NADS governance structure (see Link 3 above), communications activities, and evaluation and performance reporting.

Communication:

• Organized the NADS Communications Working Group meetings and monthly horizontal meetings between NADS communications advisors;
• Produced and coordinated media lines and “Qs and As” for the release of various drug-related reports and academic research;
• Oversaw 16 NADS announcements, one tri-ministerial message, and one tri-ministerial news release (Justice, Health Canada, and Public Safety);
• Developed and coordinated approvals and the implementation of an overarching NADS Communications Strategy;
• Released a new “drugsnot4me” prevention campaign ad and Facebook page; and
• Redesigned and maintained the NADS website.

Evaluation and Reporting:

• Fully implemented the action plans developed in response to the Implementation Evaluation;
• Initiated the Impact Evaluation;
• Chaired the Policy and Performance Working Group's Sub-Committee on Evaluation and Reporting;
• Produced the NADS Annual Report; and
• Coordinated the DPR and RPP processes.

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Federal Partner: Health Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
3.4.3 Controlled Substances	a. Mass Media Campaign (Prevention Action Plan)	29.8	7.0	7.2	Link 1	Link 1
3.4.3 Controlled Substances	b. Drug Strategy Community Initiatives Fund (DSCIF) (Prevention Action Plan)	59.0	14.0	14.3	Link 2	Link 2
3.4 Substance Use and Abuse	c. Drug Treatment Funding Program (DTFP) (Treatment Action Plan)	124.7	30.7	17.3	Link 3	Link 3
4.1.1.2 First Nations and Inuit Mental Health and Addictions	d. National Native Alcohol and Drug Abuse Program (NNADAP) (Treatment Action Plan)	36.0	8.9*	11.1	Link 4	Link 4
3.4.3 Controlled Substances	e. Office of Controlled Substances (Enforcement Action Plan)	27.2**	5.7**	5.1	Link 5	Link 5
	f. Drug Analysis Services (DAS) (Enforcement Action Plan)	45.0***	9.5***	9.5	Link 6	Link 6
		3.41	1	1
Total		325.1	75.8	64.5

All figures listed above include employee benefit plan (EBP) and Public Works and Government Services Canada (PWGSC) Accommodation costs.

* Planned Spending was changed from $7.5M to the correct amount of $8.9M.

** Total Allocation was changed from $12.8M to $27.2M and Planned Spending was changed from $3.1M to $5.7M to properly align the resources approved for NADS.

*** Total Allocation was changed from $49.2M to $45.0M and Planned Spending was changed from $2.3M to $9.5M to properly align the resources approved for NADS.

Expected Results for 2010–11:

Link 1:

The mass media campaign plans to enhance the capacity of targeted populations to make informed decisions about illicit drug use. The mass media campaign's progress and contribution to this outcome will be measured by the change in the level of capacity among targeted populations to prevent illicit drug use and related risk-taking behaviour through post campaign public opinion research conducted with both youth 13-15 years of age and their parents, measured against the baseline surveys that were conducted with parents in 2008 and with youth in 2009. The campaign's success will also be measured through website hits, booklet downloads, calls to 1-800-O-Canada and the number of booklets ordered/shipped; and by evidence of capacity changes for influencing decision-making and behaviours around illicit drug use and associated consequences in targeted populations.

Link 2:

DSCIF plans to enhance the capacity of targeted populations to make informed decisions about illicit drug use. The program's success and progress will be measured by the level/nature of acquired or improved knowledge/skills to avoid illicit drug use within the targeted population, and will be measured by evidence that capacity changes are influencing decision-making and behaviours around illicit drug use and associated consequences in targeted populations.

DSCIF also plans to strengthen community responses to illicit drug issues in targeted areas, and will measure their progress based on the type/nature of ways that community responses have been strengthened in targeted areas. For example, the adoption/integration of evidence-informed/best practices within the targeted areas will indicate the program's contribution to this outcome.

Link 3:

DTFP plans to increase availability of, and access to, effective treatment services and programs for at-risk youth in areas of need. The Program's success and progress will be measured by the type/nature of treatment services and supports that have been made available by end of FY and will be measured by the program/service utilization trends associated with their populations and areas of need.

DTFP will also seek to improve treatment systems, programs and services to address illicit drug dependency of affected Canadians. The Program's success and progress in this plan will be measured by the extent to which treatment system improvements have been made; perceptions of stakeholders; and, the extent to which uptake/integration of evidence-informed practices has occurred.

Link 4:

The First Nations and Inuit Health Branch (FNIHB) plans to increase availability of, and access to, effective treatment services and programs for Aboriginal populations in areas of need (as determined by regional needs assessments). The progress of this plan will be measured by the nature of new or enhanced services that have been made available through funding in targeted areas and are based on research or best practices. FNIHB also plans to improve treatment systems, programs and services to address illicit drug dependency in Aboriginal populations in areas of need. The progress of this plan will be measured by the proportion of treatment facilities accredited to F/P/T or other appropriate standards of accreditation; the changes in stakeholder/client perceptions regarding the extent to which treatment services have been improved in NADS-supported investment areas; the types of collaborative/partnerships with Aboriginal organizations to improve systems, programs and services; and the extent to which an uptake/integration of evidence-informed practices has occurred. Lastly, FNIHB plans to reduce risk-taking behaviours among clients of treatment programs. The success of this plan will be measured by changes in stakeholder/client perceptions regarding the extent to which clients are make healthy decisions concerning substance use post-Strategy compared to pre-Strategy.

Link 5:

Health Canada plans to increase compliance and reduce risk associated with the diversion of precursor chemicals. The success of this plan will be measured by the level of potential diversion of precursor chemicals and controlled substances (as indicated by Loss and Theft Reports), and by the rates of compliance with policies and regulations.

Health Canada also plans to reduce the health, safety and security risks associated with illicit drug production. The success and progress of this plan will be measured by the size of synthetic drug production disrupted (as indicated by the detailed requests for authorizing disposal of synthetic substances).

Link 6:

Drug Analysis Services (DAS) plans to improve drug enforcement intelligence and evidence. The success and progress of this plan will be measured by the perceptions of stakeholders regarding the benefit and timeliness of DAS contribution to court/police response. DAS also plans to increase safety in dismantling illicit drug operations. The success and progress of this plan will be measured by the number and nature of injuries to law enforcement officers and other first responders during the investigation and dismantling of illegal drug operations, and will also be measured by the level of additional risk to the environment as a result of investigation and dismantling of illegal drug operations.

Results Achieved in 2010–11:

Link 1:

Public Opinion Research (POR-08-07) "NADS Youth On-line Baseline Survey" was conducted prior to the December 2009 launch of the youth mass media campaign targeting youth aged 13-15 years. Youth drug awareness, knowledge and perception levels were measured and will be compared to Public Opinion Research (POR-10-13) "NADS Advertising and Recall Tracking Survey" when results are available.

Results of the 2010-11 youth "drugsnot4me" campaign were positive with over 527,000 visits to the website and over 1,000 drug prevention “stories” submitted by youth. Additionally, the campaign's Facebook fan page attracted over 63,000 followers within nine months (launched in July 2010) and the television ads were viewed over 94,000 times on YouTube. The 'drugsnot4me' website consistently ranked among the top ten most visited pages on the Health Canada website.

Link 2:

During 2010-11, 35 new contribution agreements were signed. DSCIF is employing a cluster evaluation approach which clusters projects that have the same primary outcome to better determine the extent to which the DSCIF is achieving its intended outcomes. Results from this approach will be available in 2012-13.

Link 3:

The projects funded across Canada in alignment with the DTFP objectives have shown progress towards meeting the Program's intended outcomes and contributing to strengthening Canada's drug treatment services and systems. The Systems projects began to demonstrate evidence of greater collaboration between service providers, and more importantly, increasing collaboration at the community/municipal level. The recipients viewed the DTFP as a catalyst to introduce new or enhanced services and to enhance their treatment systems.

Of the 29 projects funded to date, many are in the early stages of implementation. However, projects have demonstrated early signs of progress towards results. While treatment projects are in the early stages of implementation, evidence to date indicates significant progress in establishing community partnerships and linkages in support of new and enhanced treatment services, and enhanced collaboration amongst P/Ts on national level activities such as the development, collection and reporting of national treatment indicators. Funded projects have already helped to produce a wider range of services by developing partnerships within the community, expanding hours of service, offering different locations when working with clients, and offering a range of activities to help attract youth to their services.

The DTFP Implementation Evaluation also found that collaboration is beginning to occur with the projects that are most mature. It also provides some early indication of an enhanced capacity to plan and deliver a range of treatment services and programs to targeted populations. In addition, partnerships are being formed to provide better services across communities and quite a few projects have started offering services at different times and locations in order to better reach at-risk youth.

Link 4:

During 2010-11, FNIHB's NADS-related investments continued to be consistent with the Treatment Action Plan goal of improving the quality, effectiveness and accessibility of on-reserve addictions services. In particular, NADS funding continued to be invested in:

• Treatment centre re-profiling/modernization efforts aimed at strengthening and expanding NNADAP services vis-à-vis community needs and recognized service gaps (e.g., women, youth, and families). During 2010-11, nine centres re-oriented or expanded their services to meet population needs per the NADS guidelines. Since 2007, 33 treatment centres have re-focussed programming to be youth-specific (n = 4), offer family treatment (n = 5), and strengthen their capacity to address mental health issues and concurrent disorders (n = 24), including adapting services to the needs of illicit drug users;
• Improving service quality by supporting treatment centres to become accredited with a recognized body. FNIHB is currently working toward a goal of achieving 100% accreditation by 2013. During 2010-11, six additional treatment centres became involved in the accreditation process. In total, 43 of 58 (74%) treatment centres were accredited in 2010-11, increasing from 37 (64%) in 2009-10;
• Increasing the number of addictions treatment centre workers certified to 186 of 272 (68%). FNIHB is on course to meet the NADS target of 80% worker certification by 2013. FNIHB is continuing to work towards a goal of increasing the number of qualified addictions workers within the NNADAP system by supporting certified educational opportunities (e.g., training on treating illicit drug use) and providing financial incentives to workers to obtain and retain certification with a recognized national body;
• Continued progress on the implementation of eight mental wellness teams across Canada (Quebec, Ontario, Manitoba, Saskatchewan, British Columbia and Atlantic Regions, including an Inuit-specific pilot in Labrador) in select First Nations and Inuit communities; and
• Continued development of the NNADAP Renewal Process, an evidence-based review. NNADAP Renewal is an on-going, NADS-supported review of on-reserve addictions services that is being carried out in partnership with First Nations leadership and representative organizations. The aim of the process is to improve the quality, effectiveness and accessibility of on-reserve addictions services (per the NADS guidelines), with particular attention to the needs of youth, women, families and illicit drug users. This review will result in the development of a renewed framework for on-reserve addiction services by summer of 2011. In 2010-11, a draft of this framework was unanimously endorsed by First Nations leadership at the Assembly of First Nations Special Chief's Assembly on December 15, 2010. Implementation of the framework will be guided by the NNADAP Renewal Leadership Team–a national committee with broad, cross-Canada representation from First Nations treatment centres, communities, leadership, research, and a range of other key stakeholders and partners, which met four times during 2010-11.

Link 5:

Health Canada has three tools to measure its performance in preventing the diversion of precursor chemicals and controlled substances for illegal use: loss and theft reports, compliance inspections, and drug disposal requests. Licensed dealers must report incidents involving the loss or theft of controlled substances and precursor chemicals to Health Canada when they occur. In 2010-11, Health Canada received 7,418 loss and thefts reports, which represented a slight increase over the previous year. Reminders of the security requirements for licence holders and follow up visits by inspectors were conducted to monitor compliance to the Regulations. In 2010-11, Health Canada inspected 97% of its Class A licensed dealers and one licence was revoked. In addition, 75 targeted inspections were conducted of growers authorized under the Marihuana Medical Access Program.

Health Canada works with law enforcement partners to disrupt illicit drug production. When a drug is seized, law enforcement officers request Health Canada's authorization to dispose of it. In 2010-11, Health Canada processed 137,020 requests for disposal of seized controlled substances, which represented an increase of 3% over the previous year. This partnership with law enforcement has produced results that would not be possible without the synergy created by the National Anti-Drug Strategy.

Link 6:

DAS contributed to improved drug enforcement intelligence and evidence as the analytical capacity of evidences was increased with new personnel (2 analysts) added to laboratories. More specifically, DAS analyzed 121,346 suspected illicit drug exhibits submitted by enforcement officials, assisted in the shutdown and dismantling of 33 clandestine drug laboratories, and provided expert testimony in court. All certificates of analysis/reports were provided within the 60-day service standard or before the court date. As for the due date, considering the backlog that DAS was facing, rush analyses were undertaken upon the client's court dates so the certificates/reports were issued on time. Thus, to the Services' knowledge, no court cases were lost because of DAS delivery time.

DAS contributed to reduced health, safety and security risks associated with illicit drug production by assisting with the safe shutdown and dismantling of seized clandestine drug laboratories and by providing training to law enforcement officers and first respondents. Thirty-three laboratories were shut down with DAS assistance and 46 training sessions were delivered. The extent to which operations were safely dismantled was assessed by tracking the number and nature of injuries and/or environmental risk caused by unsafe handling of chemicals. There was only one minor injury reported in 2010-11 for clandestine laboratories where DAS provided assistance and no incident associated with dismantlement that would have had an environmental impact was reported to DAS.

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Federal Partner: Canadian Institutes of Health Research

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
1.4 Health and Health Services Advances	Research on Drug Treatment Models (Treatment Action Plan)	4.0	1.0	0.9	Link 1	Link 1
Total		4.0	1.0	0.9

Expected Results for 2010–11:

Link 1:

Improved knowledge translation with respect to treatment and understanding of the consequences of illicit drug use.

Results Achieved in 2010–11:

Link 1:

Canadian Institutes of Health and Research (CIHR) have launched three funding opportunities for the purpose of contributing to meet the Intermediate and Long-term Outcomes of the Treatment Action Plan. A continuing increase in the number of applications suggests a higher visibility of the Initiative and a good research capacity in the area of illicit drug research. The funding results of these opportunities increased the total number of grants funded by CIHR for the initiative to 18 (three Research Team Grants (partial funding from the NADS), two Operating Grants, 11 Catalyst Grants, and two Knowledge Synthesis Grants).

CIHR also held a Substance Abuse Treatment and Prevention Initiative Workshop, attended by funded researchers, CIHR staff and federal government researchers and representatives. This workshop allowed researchers to present the results of their studies, and focus groups discussed the strategic direction that should be taken should the Initiative renewal be funded. These discussions also informed CIHR for the elaboration of its next five-year strategic plan.

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Federal Partner: Department of Public Safety Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
3. Law Enforcement	a. National Coordination of Efforts to Improve Intelligence, Knowledge, Management, Research, Evaluation (Enforcement Action Plan)	3.92	0.78	0.78	Link 1	Link 1
5. Crime Prevention	b. Crime Prevention Funding and Programming: (Crime Prevention Action Fund) (Prevention Action Plan)	20.0	10.6	16.1	Link 2 Link 3	Link 2 Link 3
8. Internal Services*		0.08	0.02	0.02	Link 4	Link 4
Total		24.0	11.4	16.9

* For improved reporting, the financial table above reports Internal Services program activity (PA) separately, whereas this PA was included under Law Enforcement in the 2010-11 RPP. The total remains unchanged.

Expected Results for 2010–11:

Link 1:

Safer communities and more effective policing through strategic national law enforcement policies.

Link 2:

Reduced offending among targeted populations.

Link 3:

Effective evidence-based responses to substance use/abuse and crime-related issues in communities.

Link 4:

Support Services

Results Achieved in 2010–11:

Link 1:

The national coordination of the Enforcement Action Plan (EAP) was accomplished through the following activities:

• Public Safety Canada led the Enforcement Action Plan Working Group (September 2010) and the EAP sub-working group on Storing and Disposition of Offence-Related Property, in partnership with Health Canada, in response to law enforcement concerns and discussions at the National Coordinating Committee on Organized Crime; and consulted and compiled EAP emerging issues for the NADS Policy Planning Retreat in February 2011.
• Public Safety Canada hosted a two-day Emerging Issues Workshop in November 2010 for enforcement stakeholders to inform the Strategy; participated in the Synthetic Drug Initiative meetings; and coordinated input and participated in domestic and international fora to advance Canadian supply reduction policy objectives (e.g., United Nations Commission on Narcotic Drugs (March 2010), Inter-American Drug Abuse Control Commission (November 2010, February 2011), the G8 Ministerial Meeting on Transatlantic Cocaine Trafficking (March 2011), Canada-Mexico security consultations (November 2010), Federal/Provincial/Territorial Coordinating Committee of Senior Officials – Drug Issues Working Group (April 2010, November 2010), Canadian Association of Chiefs of Police (CACP) – Drug Abuse Committee meetings (May 2010, August 2010, November 2010).
• Public Safety Canada appeared before the Senate Committee with respect to Bill S-10; advanced the development of guides and manuals in support of the Drug Endangered Children project through an agreement with the Royal Canadian Mounted Police (RCMP); funded seven research and/or contributions initiatives in support of the Enforcement Action Plan; and supported the Minister of Public Safety through briefings related to emerging policy issues and meetings with stakeholders (e.g., the Canadian Association of Chiefs of Police, the Canadian Association of Police Boards, and the Department of Homeland Security (DHS)) and with international counterparts (e.g., Ambassadors of Mexico, Japan, Paraguay, and Israel; the Director of the Office of National Drug Control Policy, and Secretary of DHS).

Link 2:

Of the 21 NADS projects that have impact evaluations, all have reported positive changes in risk and protective factors that are known to lead to drug-related offending. Actual reductions in offending among the targeted populations are expected to occur in the longer term (5+ years). These results will be available for NADS projects that are part of an impact evaluation, including those that include a one year follow-up on youth after their participation in the program.

Link 3:

In 2010-11, $16.1 million of National Crime Prevention Centre funding has supported 60 active projects in 48 communities across the country, of which 17 were model programs, 30 promising practices, 12 innovative projects, and one knowledge transfer project. The evaluation of these projects contributes to an increasing knowledge base of effective crime prevention and, subsequently, to a broader implementation of evidence-based responses.

Link 4:

Support Services

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Federal Partner: Royal Canadian Mounted Police

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
1.1.2.7	a. Drug and Organized Crime Awareness Services (Prevention Action Plan)	15.1	3.0	2.0	Link 1 Link 2	Link 1 Link 2
3.5.2 Community and Youth Programs	b. National Youth Intervention and Diversion Program (Treatment Action Plan)	3.4	0.8	0.5	Link 3	Link 3
1.1.2.9	c. Marijuana and Clandestine Lab Teams/Proceeds of Crime (Enforcement Action Plan)	91.4	20.4	15.7	Link 4 Link 5 Link 6	Link 4 Link 5 Link 6
Total		109.9	24.2	18.2

Expected Results for 2010–11:

Link 1:

Increased awareness of the nature, extent and consequences of substance use/abuse within the school, workplace and Aboriginal communities and among youth, professionals and the general public through partnerships with internal and external departments.

Link 2:

Improved skills/competencies in the delivery of programs.

Link 3:

• Increased police awareness of risk and protective factors of youth offenders and victims.
• Increased community satisfaction with RCMP youth-related services.
• Increased police awareness of community-based youth-serving resources and referral procedures.
• Increased referrals to youth addictions treatment and intervention programs by police.

Link 4:

Expanded international and national cooperation to enhance our understanding and knowledge of drugs, related trends, and production and diversion methods.

Link 5:

Enhanced ability to detect and respond to the supply of illicit drugs and harmful substances.

Link 6:

Enhanced ability to improve tactical targeting, through an improved intelligence network.

Results Achieved in 2010–11:

Link 1:

Throughout fiscal year 2010-2011, the Drugs and Organized Crime Awareness Service (DOCAS) gave 4,273 awareness presentations reaching 78,900 youths, 28,377 parents, 5,624 Aboriginal youths, 2,981 Aboriginal parents, and 17,134 professionals. In sum, DOCAS reached out directly to 133,016 Canadians through its presentations on the Kids and Drugs Program, D.A.R.E., Drug Endangered Children, the Aboriginal Shield Program, the Drugs and Sport Program, the Drugs in the Workplace Program, and the Racing Against Drugs Program. In addition to the 4,273 community outreach presentations, a total of 110 DOCAS training sessions were provided to professionals, parents and students that also included the training of 1714 police officers. A total of 4,676 partnerships were established and maintained with other provincial, territorial, municipal, Aboriginal, and non-government partners as well as with other enforcement agencies/detachments. DOCAS coordinators distributed 150,141 publications throughout communities across Canada.

Link 2:

DOCAS continually explores new avenues that will afford it the ability to improve service delivery. Over the past fiscal year, DOCAS improved its service delivery in the following programs:

Kids and Drugs Program

There were 150 new facilitators trained from communities throughout Canada that can deliver the Kids and Drugs Program to parents.

Drug Endangered Children (DEC):

DEC is an early intervention initiative that seeks to stop the cycle of child abuse caused by the exposure to drug activity. It involves a resource guide which has now been translated into French. The guide is part and parcel to the training programs focused toward service delivery personnel, supervisors/managers, protocol partners, and the general public. The resource manual was completely revised with Canadian content. A facilitator guide was also finalized. DOCAS, in collaboration with Zebra Family Services and Alberta Health Services, held a DEC workshop for “train the trainers”, resulting in 24 new individuals accredited in delivering DEC programming. As a result, several subsequent DEC training sessions were held throughout Alberta (i.e., Calgary, Edmonton, Ft. McMurray, Lethbridge and Edson), preparing a total of 152 frontline personnel.

The Aboriginal Shield Program (ASP)

In November 2010, 38 DOCAS personnel, including community champions, were certified as ASP trainers in Edmonton, Alberta. This approach has enabled DOCAS to offer the ASP to a greater number of Aboriginal communities throughout Canada. The ASP reflects the three main Aboriginal cultures in Canada: Inuit, First Nations, and Métis.

Drug Awareness Officer Training (DAOT)

In June 2010, a five-day DAOT course was held in Halifax, Nova Scotia and attended by 31 participants from different police forces. In February 2011, the Quebec City DAOT workshop held in French resulted in the participation of 24 representatives of municipal police services and other enforcement agencies operating in the Greater Québec City area.

Link 3:

National Youth Intervention and Diversion (NYID) workshops were provided to two detachments in 2010-11. The workshops focused on risk and protective factors, police obligations under the Youth Criminal Justice Act to consider alternatives to charging, and the use of a pre-charge youth screening tool (YLS/CMI-SV) to assess the risk of youth offenders to reoffend. Workshops were extended to community agencies as well as local RCMP detachment members. An implementation review was completed in 2010-11 and results indicate that NYID workshops provided an opportunity for members to increase their awareness of community-based youth-serving agencies and referral options.

Early indications are that referrals have increased at NYIDP detachments with a dedicated youth worker to accept referrals from detachment members. The number of referrals by RCMP members at NYIDP detachments is being continuously tracked and changes over time will be more thoroughly assessed during the impact assessment.

Link 4:

Focused enforcement efforts are being used to address the synthetic drug and marihuana grow operation (MGO) problem in Canada. Working groups have been formed internally in order to interface on NADS-funded positions distributed across the organization. An external working group, including the RCMP, Health Canada, Canada Border Services Agency, Environment Canada, Revenue Canada, Public Safety Canada, Department of Justice Canada, Public Prosecution Service of Canada, and Department of Foreign Affairs and International Trade, has been formed to collaborate on the Synthetic Drug Initiative. This working group meets quarterly and focuses on providing operational support to each other. Initiatives such as Project Catalyst have grown from these quarterly meetings as well as the identification of gaps in policy and drug regulations. Based on this “gap analysis”, a separate working group has been formed, with Public Safety at the helm, which informs Health Canada officials responsible for Policy and Regulatory Affairs so it can consider making changes/additions to the Precursor Control Regulations, Rescheduling Amphetamine Type Stimulants, and updating destruction authorities for seized controlled substances and precursors to act and address the concerns of the RCMP.

The RCMP developed the Marihuana Grow Initiative (MGI) which, to a certain degree, is complementary to the Synthetic Drug Initiative. The MGI provides a roadmap to the Coordinated Marihuana Enforcement Teams (CMETs) and also to community partners, as law enforcement cannot solve this problem alone. It is an initiative based on three key components: enforcement, deterrence, and awareness. This initiative lays down a framework outlining the current issues (e.g., their roots and their evolution), the RCMP’s response to these issues, and its expectations based on performance measures already in place, affording a yardstick as to the success of the initiative.

The RCMP also assisted in international training initiatives through its partnership with Inter-American Drug Abuse Control Commission (CICAD) and offered two workshops in 2010-11. One training workshop encompassed general drug enforcement investigative techniques and was delivered in Mexico and the Dominican Republic. The other workshop was on synthetic drugs and chemical diversion and was delivered in El Salvador. This training focused on the safe handling and dismantling of clandestine drug laboratories. By conducting such capacity-building workshops in the Americas, the RCMP is effectively empowering foreign law enforcement officials to create opportunities to interdict illicit drugs and synthetic drug precursors destined for Canada.

Link 5:

There were 512 MGO seizures and 59 clandestine laboratory seizures made by the NADS teams in 2010-11. Regarding the MGOs, this resulted in the seizure of 274,798 plants and 304 kg of marihuana bud. For the clandestine lab operations, over 113 kg of methamphetamine and 73.9 kg of MDMA, along with 110,000 tablets of methamphetamine, 182 kg of Red Phosphorous and 43.5 liters of GHB/GBL mix, were seized by the NADS teams as part of their disruptions. Of the 59 clandestine labs dismantled in Canada, 28 were unique to the RCMP-funded teams.

Link 6:

Intelligence gathering about how organized crime groups operate, their sources for production material, their capacity to produce, and their networks (especially those that access international sources outside regulations) dramatically increased the RCMP’s ability to effectively mobilize resources and attain results. For example, the RCMP created an engagement strategy with Chinese authorities through the auspices of Project Steadfast that will afford an enhanced ability to exchange intelligence and information, thereby strengthening joint Chinese-Canadian operations. This relationship and intelligence-sharing opportunity will pay significant dividends in interdicting synthetic drug precursors and laboratory equipment destined for Canada. Negotiations towards a similar strategy are beginning with India, with a more concrete framework anticipated for Fall 2011.

Canada’s participation in the G8 Law Enforcement Projects Sub Group (Project MOLE) on the monitoring of laboratory equipment also assisted in the global prevention of these materials reaching organized crime groups producing synthetic drugs. The RCMP also participated in Project Synergy, a Europol-led project developing intelligence on precursors and laboratory equipment.

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Federal Partner: Correctional Service Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
3.0 Community Supervision	Case Preparation and Supervision of provincial Offenders (Enforcement Action Plan)	23.31	6.41	0.0	Link 1	Link 1
Total		23.31	6.41	0.0

Expected Results for 2010–11:

Link 1:

Timely case preparation; rate of offenders successfully reintegrated into the community.

Results Achieved in 2010–11:

Link 1:

The program will become effective upon Royal Assent of proposed legislation related to mandatory minimum penalties for serious drug crimes (formerly Bill S-10).

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Federal Partner: National Parole Board of Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
Conditional Release Decisions	Conditional Release Decisions	4.4	1.3	0.0	Link 1	Link 1
Conditional Release Decisions Openness and Accountability	Conditional Release Decisions Openness and Accountability	1.8	0.5	0.0	Link 2	Link 2
Internal Services		1.3	0.4	0.0	Support Programs
Total		7.51	2.21	0.0

Expected Results for 2010–11:

Link 1:

Should the proposed legislation be passed by Parliament and receive Royal Assent this funding will provide the National Parole Board of Canada (NPB) the capacity for effective management of its legislated responsibilities for parole decision-making for offenders in relation to the requirements of the new legislation. NPB will collect information and report on workloads and outcomes of parole for provincial offenders incarcerated as a result of new legislative provisions (e.g., the number and proportion of offenders who successfully complete their parole).

Link 2:

Should the proposed legislation be passed by Parliament and receive Royal Assent this funding will provide the NPB the capacity for provision of information and assistance to victims of crime, observers at hearings and individuals who seek access to the decision registry in relation to the requirements of the new legislation. In a similar manner, the NPB will report on the extent of involvement of victims and observers in conditional release processes and the level of satisfaction of these individuals with the information and assistance provided by NPB.

Effective management of both these responsibilities will contribute to public safety and reinforce public confidence in the justice system.

Results Achieved in 2010–11:

Link 1¹

Link 2¹

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Federal Partner: Office of the Director of Public Prosecutions

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
1.1 Drug, Criminal Code, and terrorism prosecution program	a. Prosecution and prosecution -related services (Enforcement Action Plan)	8.8	2.7	3.0	Link 1	Link 1
	b. Prosecution of serious drug offences under the CDSA (Enforcement Action Plan)	33.51	TBD1	0.0	Link 2	Link 2
Internal Services	Enforcement Action Plan	1.1	0.2	0.4	Support Programs
Total		43.4	2.9	3.4

Expected Results for 2010–11:

Link 1:

Provision of pre-charge legal advice and litigation support, as well as prosecution of drug offences under the Controlled Drugs and Substances Act (CDSA) in response to the workload generated by the enhanced RCMP dedicated anti-drug teams and criminal intelligence and technical operations support staff.

Link 2:

Provision of prosecution-related advice and litigation support during police investigations, and prosecution of drug charges under the CDSA resulting from the mandatory minimum penalties, subject to the proposed legislation being passed by Parliament and receiving Royal Assent.

Results Achieved in 2010–11:

Link 1:

In 2010-11, the ODPP handled 28,275 litigation files dealing with drug production and distribution offences (pursuant to CDSA 5(1), 5(2), 6(1), 6(2), 7(1) and 7(2)). These include new files opened in 2010-11 (n = 14,742) as well as files carried over from previous fiscal years against which time has been recorded (n = 13,533). Of these, 24,438 included distribution offences, whereas 3,837 included production offences. Approximately 7.6% (or 2,158) of the total number of files included both production and distribution offences. Files are handled by staff prosecutors and Crown agents. Actual spending reflects in-house prosecution costs only since agent costs fall under the ODPP’s Drug Prosecution Fund.

Link 2:

The program will become effective upon Royal Assent of proposed legislation related to mandatory minimum penalties for serious drug crimes (formerly Bill S-10).

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Federal Partner: Canada Border Services Agency

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
Risk Assessment	Intelligence Development & Field Support Division, Organized Crime & Contraband Section, Precursor Chemical Diversion, Analysis and Scientific Services (Enforcement Action Plan)	4.7	1.2	1.3	Link 1 Link 2	Link 1-7
Enforcement	Border Intelligence, Precursor Chemical Diversion (BIPCD), Analysis and Scientific Services (Enforcement Action Plan)	7.0	1.8	1.5	Link 3 Link 4 Link 5
Internal Services	Intelligence Development & Field Support Division, Organized Crime & Contraband Section, Precursor Chemical Diversion, Analysis and Scientific Services (Enforcement Action Plan)	1.0	0.3	0.3	Link 6 Link 7
Total		12.7	3.3*	3.1

* This figure includes 20% EBP and 13% PWGSC accommodation costs of $0.3M.

Expected Results for 2010–11:

Link 1:

Increase awareness and capacity to gather information and intelligence of illicit drug issues relative to the border.

Link 2:

Laboratory and Scientific Services Directorate (LSSD): Continuation of the original NADS plan with respect to additional sampling, analysis and increased use of mobile laboratory capabilities to assist in the detection of precursor chemicals at the ports of entry. Safe sampling tools still in development. Pilot tests anticipated in 2010-11.

Link 3:

Increase intelligence support to regional enforcement activities to interdict goods entering and leaving Canada under the strategy.

Link 4:

Improve relationships and communication with partner agencies under the Strategy to identify opportunities and improve intelligence activities such as targeting and information-sharing related to illicit drugs and other goods (such as precursor chemicals) identified under the Strategy as they relate to the border.

Link 5:

LSSD: Continuation of the original NADS plan with respect to additional sampling, analysis and increased use of mobile laboratory capabilities to assist in the detection of precursor chemicals at the ports of entry. Safe sampling tools still in development. Pilot tests anticipated in 2010-11.

Link 6:

Establish national coordination of efforts, leverage partner networks and activities to support risk assessment and enforcement activities.

Link 7:

Identify best practices domestically and abroad to strengthen border-related operations under the strategy.

Results Achieved in 2010–11:

Link 1:

The Intelligence Development and Field Support Division assisted in the development of training for frontline officers in the identification, targeting, and safe sampling of precursor chemicals. It was felt that this has resulted in more effective targeting and an increase in the rates of examination, resulting in higher interdiction rates and subsequently more data for analysis and intelligence development.

Link 2:

The Laboratory and Scientific Services Directorate (LSSD) used the mobile laboratory in five operations, three of which dealt specifically with drug precursors. During these operations, more than 500 samples were analyzed with a number of resulting seizures, controlled deliveries, and two arrests. The Science and Engineering (S&E) Directorate analyzed over 3,200 samples of suspected contraband in which GBL, anthranilic acid, 1-[(2-chlorophenyl)-N-(methylamino)methyl] cyclopentanol (ketamine precursor), and 1-phenyl-2-nitropropene (pre-precursor to methamphetamine) were present, among others.

Canada Border Services Agency (CBSA) saw significant amounts of synthetic cannabinoids such as JWH-018, JWH-250, CP47, 497, etc. These continued to be stopped by frontline border services officers and analyzed by the S&E Lab. Piperazines, phenethylamines and other non-controlled substances were also stopped.

In 2010-11, pilot tests occurred in two regions related to sampling tools as a means to see how they worked operationally. Ongoing discussions continue with the program areas regarding the usability of these tools.

Link 3:

The creation of a formalized Intelligence Network provided Intelligence Officers a level of comfort in knowing exactly who to contact when they need to acquire or share information regarding precursor chemicals. The constant flow of communication within CBSA and between partners assisted in the identification of entities involved in the illicit trade and helped provide a national and international snapshot of which organized crime groups operate in which region and in what chemicals.

Link 4:

The NADS has contributed to a stronger relationship between the CBSA, RCMP and international customs organizations by facilitating a flow of communication through Project Catalyst, the Precursor Chemical Workshop, and the formal Precursor Chemical Intelligence Network. These activities contributed to improved intelligence development for all parties, resulting in better identification of entities involved in the criminal importation and export of precursor chemicals and synthetic drugs, leading to higher rates of interdiction, arrests, prosecutions, and the eventual disruption of organized operations.

Link 5:

Same as Link 2 results.

Link 6:

The creation of a formal Precursor Chemical Intelligence Network throughout the CBSA, which includes the identification of domestic and international partners. Stronger partnerships with other law enforcement and other agency partners, both internationally and domestically, through the three-day Precursor Chemical Workshop that included all domestic and many international participants.

Link 7:

A CBSA Headquarters Intelligence-led joint project with the RCMP has been developed over the past year in support of the CBSA Precursor Chemical Diversion Project and the RCMP Synthetic Drug Initiative, both very important but complementary initiatives under the NADS. This national project combined the efforts of CBSA and RCMP intelligence and enforcement sections in identifying, targeting, interdicting, and disrupting criminal organizations involved in the importation of precursor chemicals being used in the manufacture of illicit synthetic drugs meant for both the domestic and international marketplace. One of the purposes of the joint project was to conduct a proof of concept to determine the effectiveness of new CBSA targeting initiatives to identify a new modus operandi used primarily in the commercial stream, in order to intercept and seize illicit goods being imported using this method and to identify the persons and groups involved.

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Federal Partner: Department of Foreign Affairs and International Trade

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
1.2 Diplomacy and Advocacy - International Operations and Programs	Annual Contributions to UNODC and CICAD (Enforcement Action Plan)	4.5	0.9	0.9	Link 1 Link 2	Link 1 Link 2
Total		4.5	0.9	0.9

Expected Results for 2010–11:

Link 1:

Improved capacity of the United Nations Office on Drugs and Crime (UNODC) to fulfill its mandate in the fight against drugs and international crime at the global level.

Link 2:

Improved capacity of the Inter-American Drug Abuse Control Commission (CICAD) to fulfill its mandate in the fight against drugs in the Americas.

Results Achieved in 2010–11:

Link 1:

Improved capacity of UNODC to fulfill its mandate in the fight against drugs and international crime at the global level; and improved capacity of CICAD to fulfill its mandate in the fight against drugs in the Americas.

Link 2:

DFAIT successfully managed the projects involving the provision of training, equipment, technical and legal expertise resulting in increased capacity of beneficiary states and governments to prevent and combat international crime and drugs. Capacity building activities addressed the supply of illicit drugs and also responded to Canadian policy priorities.

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Federal Partner: Canada Revenue Agency

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
4. Reporting Compliance	Special Enforcement Program (Enforcement Action Plan)	4.2	0.8	0.8	Link 1	Link 1
Total		4.2	0.8	0.8

Expected Results for 2010–11:

Link 1:

15 audits of MGOs and clandestine laboratories resulting in over $2,500,000 of federal taxes.

Results Achieved in 2010–11:

Link 1:

• 17 audits that incorporated adjustments under the Income Tax Act and Excise Tax Act (GST/HST) and 12 income tax audits for a total of 29 completed compliance actions.
• The results from the above noted compliance actions were as follows:
  • Total unreported income that was assessed amounted to $9,848,934;
  • Total federal taxes reassessed was $2,365,947; and
  • Total GST/HST reassessed totalled $303,353.

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Federal Partner: Public Works and Government Services Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
1.7 Specialized Programs and Services	Forensic Accounting Management Group (Enforcement Action Plan)	1.6	0.4	0.4	Link 1	Link 1
Total		1.6*	0.4**	0.4**

* This figure includes $101,240 in accommodation premiums.

** This figure includes $39,277 in EBP and $25,530 in accommodation premiums.

Expected Results for 2010–11:

Link 1:

Increased operational capacity to provide additional forensic accounting services to law enforcement agencies. Forensic accounting services assist law enforcement and prosecution agencies in determining whether the assets of suspects were derived from criminal activities, thereby allowing the Government of Canada to seize the assets and remove the financial incentive for engaging in criminal activities.

Results Achieved in 2010–11:

Link 1:

The Forensic Accounting Management Group (FAMG) provided specialized forensic accounting services and analysis to the Royal Canadian Mounted Police on proceeds of crime investigations, including investigations related to the importation, exportation, production, trafficking and possession of controlled drugs and substances.

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Federal Partner: Financial Transactions and Analysis Centre of Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
			Planned Spending	Actual Spending	Expected Results	Results Achieved
2004113 Detection and deterrence of money laundering and terrorist financing	Financial Transactions and Reports Analysis Centre of Canada (Enforcement Action Plan)	2.5	0.8	0.8	Link 1	Link 1
Total		2.5	0.8*	0.8*

* Planned and Actual Spending include employee benefit plan figures.

Expected Results for 2010–11:

Link 1:

• Law enforcement and intelligence agencies receive financial intelligence related to drug production and distribution that is useful for further actions.
• Enhanced compliance in high-risk reporting entity sectors.

Results Achieved in 2010–11:

Link 1:

In 2010-11, the Financial Transactions and Reports Analysis Centre of Canada (FINTRAC) disclosed a total of 769 cases to law enforcement, including 199 unique cases that related to at least one drug-related offence, a modest increase from the 190 unique drug-related disclosures made in 2009-10. A breakdown between distribution and production of various types of drugs is provided in the following table (please note that the total does not equal 199 as one case can be related to multiple drug offenses):

Drug-Related Disclosures	Number of Cases
Distribution - Cocaine	55
Distribution - Hashish (Cannabis Resin)	2
Distribution - Heroin	5
Distribution - Marihuana	30
Distribution - MDMA (Ecstasy)	9
Distribution - Methamphetamine	5
Distribution - Synthetic Drugs	3
Distribution - Khat	1
Distribution - Unspecified	93
Production - Cocaine	2
Production - Hashish (Cannabis Resin)	1
Production - Heroin	1
Production - Marihuana	41
Production - MDMA (Ecstasy)	3
Production - Methamphetamine	4
Production - Synthetic Drugs	3
Production - Opium	1
Production - Unspecified	5

It is important to note that the predicate offences (drug-related) were determined through a manual review of FINTRAC disclosures and that some cases were not identified as drug-related where there was insufficient context provided by investigators or reports to enable the determination of the predicate offence.

FINTRAC’s Financial Analysis and Disclosures Directorate (FADD) is organized into work units that focus on specific regions of the country. This allows FINTRAC to enhance support to law enforcement by improving cooperation, building stronger relationships, and more easily discussing our partners’ priorities. Having a solid understanding of the operational and investigative priorities of our partners allows FADD analysts to focus on cases of the greatest importance to law enforcement, including cases that should have the largest impact. NADS funding is utilized to enhance that support and relationship building with law enforcement, as well as to continue focusing resources on case analysis pertaining to the drug-related priorities of our partners. This approach, and the NADS funding received to date, has been effective as evidenced by the fact that over 25% of FINTRAC case disclosures made in 2010-11 relate to suspicions of money laundering or terrorist financing where the predicate offence is believed to be drug distribution or production.

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($ millions)

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2010-11	Total Actual Spending for All Federal Partners for 2010-11
588.9	136.0	115.6

Comments on Variances:

Health Canada

Substance Use and Abuse: The $13.4M variance between the planned spending of $30.7M and actual spending of $17.3M is due to two items. Health Canada is exploring options to retain $10.9M to achieve the desired program objectives over the next two fiscal years. Also, $2.5M was reallocated to the National Native Alcohol and Drug Abuse Program and the Drug Strategy Community Initiatives Fund (See Links 2 and 4).

First Nations and Inuit Health Mental Health Addictions: Expenditures increased by $2.2M as a result of Regions and Programs Branch's lapsing of NADS funding from DTFP (see Link 3). FNIHB was able to offset a portion of the lapse by using the funds in support of major repairs and maintenance of NNADAP treatment centres.

Department of Public Safety Canada

The planned spending estimate for 2010-11, as reported in the Report on Plans and Priorities (RPP), was based on approved NADS projects. Subsequently, during the fiscal year, additional projects were developed and approved resulting in a higher actual spending than anticipated ($5.5M).

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

Contact information:

Gillian Blackell
A/Director General and General Counsel
Youth Justice and Strategic Initiatives Section
Department of Justice Canada
(613) 954-3233
gblackel@justice.gc.ca

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Name of Horizontal Initiative: The Canadian Group on Earth Observations is a collection of federal departments participating in the international Group on Earth Observations (GEO).

Name of Lead Department(s): Environment Canada is the lead department by virtue of the identification of the ADM of the Meteorological Service of Canada as the GEO Principal.

Lead Department Program Activity: Canadians are equipped to make informed decisions on changing weather, water and climate conditions.

Start Date: July 2003. There are no dedicated funds; however, this initiative is funded from existing resource envelope (A-Base).

End Date: Ongoing.

Total Federal Funding Allocation (from start date to end date): Provided through existing resource envelope and in-kind contributions from federal departments.

Description of the Horizontal Initiative (including funding agreement): The GEO is seeking to implement the Global Earth Observation System of Systems (GEOSS), which will allow free and open access to Earth observations for decision- and policy-makers in all countries.  In so doing, users such as Environment Canada and other participating departments will be better able to more accurately predict the future state of planet Earth and better warn citizens of the onset of hazardous conditions.  See the GEO website for more details at http://www.earthobservations.org/.

Shared Outcome(s)

• Enhancing access to Global Earth Observation data and science to meet Canadian environmental and socio-economic monitoring requirements;
• Maximizing the effectiveness of Canadian investments in Earth observation networks, both domestic and international; and
• Improving evidence-based decision-making in operational and policy domains based on coordinated, comprehensive and sustainable Earth observations.

Governance Structure(s): Coordination is achieved through the ADM Steering Committee, the DG‑level Interdepartmental Coordinating Committee (ICC) and ad hoc working-level committees and task groups.

Performance Highlights:

($ millions)

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from start date to end date)	2010-2011
				Planned Spending	Actual Spending	Expected Results	Results Achieved
1 Environment Canada	PA1 Weather and environmental services for Canadians	a. Meteorological Service of Canada	Not available	$150,000 salary $75,000 O&M $38,000 G&C $25,000 in-kind	$100,000 salary $50,000 O&M $88,000 G&C $50,000 in-kind	See below	See below
2 Natural Resources Canada	PA1 N/A	a. Earth Sciences Sector	Not available	Not available	Not available	See below	See below
		b. Canadian Forest Service	Not available	Not available	Not available	See below	See below
3 Agriculture and Agri-Food Canada	PA1 N/A	a. Agri-Environment Services Branch	Not available	$20,000 In-kind TBD	Not available	See below	See below
		b. Research Branch	Not available	$20,000 In-kind TBD	Not available	See below	See below
4 Canadian Space Agency	PA1 N/A	a. Earth Observations	Not available	$40,000 In-kind TBD	Not available	See below	See below
5 Fisheries and Oceans Canada	PA1 N/A	a. Science and Technology	Not available	Not available	Not available	See below	See below
6 Health Canada	PA1 N/A	a. Radiation	Not available	Not available	Not available	See below	See below
7 Statistics Canada	PA1 N/A	a. Agriculture	Not available	Not available	Not available	See below	See below
8 Foreign Affairs and International Trade Canada	PA1 N/A	a Environment	Not available	Not available	Not available	See below	See below
9 National Defence	PA1 N/A	a. Meteorology and Oceanography	Not available	Not available	Not available	See below	See below
Total

Comments on Variances: In general, Environment Canada expenditures in terms of salary and O&M for GEO were reduced as a result of limited capacity being redirected to other priorities. In terms of grants and contributions, in the past DFAIT made a contribution of $50K to GEO, which the department stopped doing a couple of years ago. Environment Canada has been able to find room in its grants and contributions budget to continue to keep the Canadian contribution at $88K since that time.

Expected Results:

 Environment Canada:

• Bilateral projects and activities with United States, including international testbeds and research projects
• Coordination of Canadian inputs and positions for international 2010 GEO Ministerial Summit in China
• CGEO departments are engaged in Earth observation data issues and policy development

Results Achieved in 2010–2011:

 Environment Canada:

• The binational Great Lakes Observing System (GLOS), was accepted as an international GEO participating organization to advance monitoring and data sharing of Earth observation data in the Great Lakes Basin
• Progress was achieved in development and implementation of activities for binational testbed and research projects for better understanding of the water cycle and better predictions of drought, flood and water quality conditions
• Canada was actively engaged in achieving significant outcomes from the 2010 GEO Ministerial Summit and Plenary meeting in Beijing, China, November 3–5
• Canada is contributing and leading global initiatives in  areas including forest carbon tracking (FCT), the Joint Experiment for Crop Assessment and Monitoring (JECAM), the GEO Monitoring and Evaluation Working Group, and the first and second evaluations of GEO and GEOSS progress and results
• High-level interdepartmental initiatives were established to engage and align Earth observation data issues and policy development in line with Government of Canada Open Data initiatives

Results Achieved by Non-federal Partners (if applicable): Not applicable

Contact Information:

Michael Crowe
Director, Strategic Integration
Meteorological Service of Canada
Environment Canada
141 Laurier Ave. W.,
Ottawa, ON  K1A 0H3
613-943-5580