ARCHIVED - 2012-13 RPPs - Horizontal Initiatives

Name of Horizontal Initiative: Indian Residential Schools Settlement Agreement — Health Supports component

Name of lead department(s): Aboriginal Affairs and Northern Development Canada (AANDC)

Lead department program activity: Residential Schools Resolution

Start date of the Horizontal Initiative: September 2003 (RHSP), July 2004 (Crisis Line)

End date of the Horizontal Initiative: March 31, 2013 (RHSP) October 31, 2013 (Crisis Line)

Total federal funding allocation (start to end date): $226,786,069

Description of the Horizontal Initiative (including funding agreement):

AANDC's Resolution and Individual Affairs Sector supports former students in crisis by funding the National Indian Residential School Crisis Line, a national, 24-hour toll-free support service (1-866-925-4419) operated by trained Aboriginal crisis counselors. AANDC is also responsible for coordinating the verification of program eligibility, and ensuring that Health Canada is aware of dates for Independent Assessment Process hearings and Truth and Reconciliation and Commemoration events as they arise, so that health supports can be provided to former students in a seamless fashion.

Health Canada's Indian Residential Schools Resolution Health Support Program (IRS RHSP), a component of the Indian Residential Schools Settlement Agreement (IRSSA) ensures that former students of Indian residential schools and their families can safely address a broad spectrum of mental wellness issues related to the disclosure of childhood abuse through all phases of the IRSSA. The RHSP components include: cultural support services provided by Elders; emotional support services provided by Resolution Health Support Workers (RHSWs); professional counselling; and assistance with the cost of transportation to access counseling, Elder, and/or Traditional Healer services.

Shared outcome(s): The IRSSA Health Supports component works toward the achievement of two outcomes:

• Eligible former students of Indian residential schools and their families have access to mental health and emotional support services.
• Eligible former students of Indian residential schools can safely address a broad spectrum of mental wellness issues related to the disclosure of childhood abuse.

Governance structure(s): AANDC is responsible for the overall implementation of the IRSSA and is working in partnership with Health Canada to coordinate and provide services for former Indian residential school students throughout all phases of the IRSSA.

Planning Highlights: The Health Supports component will:

• continue to deliver professional, paraprofessional and cultural supports to former Indian residential school students and their families through the Indian Residential Schools Resolution Health Support Program;
• provide former Indian residential school students and their families with access to a 24-hour national crisis line;
• undertake communications activities to ensure that the health supports program is well-known; and
• strengthen research, knowledge and training initiatives to ensure that health supports are well-suited to meet the needs of Indian residential school students, their families and communities.

Federal Partner: Aboriginal Affairs and Northern Development Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2011-2012
Residential Schools Resolution	Indian Residential Schools Crisis Line	$23,938,069	$4,132,000
Total		$23,938,069	$4,132,000

Expected Results by program: Demand-driven health supports are provided to former Indian residential school students and their families through all phases of the IRSSA.

Federal Partner: Health Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2011-2012
First Nations and Inuit Health Programming and Services	Indian Residential Schools Resolution Health Support Program	$202,848,000	$8,865,000
Total		$202,848,000	$8,865,000

Expected results by program: Demand-driven health supports are provided to former Indian residential school students and their families through all phases of the IRSSA.

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2011-2012
$226,786,069	$12,997,000

Contact information:

Health Canada:
Andrea Challis
Manager, Indian Residential School Resolution Health Support Program
Mental Health and Addictions Division
Community Programs Directorate
First Nations and Inuit Health Branch, Health Canada
Phone: (613) 952-1377
andrea.challis@hc-sc.gc.ca

Aboriginal Affairs and Northern Development Canada:
Alia Butt
A/Director
Policy and Reconciliation Directorate
Resolution and Individual Affairs Sector
Aboriginal Affairs and Northern Development Canada
Tel.: 613-996-2603
alia.butt@aandc-aadnc.gc.ca

Name of Horizontal Initiative: Aboriginal Economic Development Strategic Partnerships Initiative (SPI)

Name of lead department(s): Aboriginal Affairs and Northern Development Canada (AANDC)

Lead department program activity: Under AANDC's program activity architecture, the Strategic Partnerships Initiative is categorized under the Strategic Outcome entitled “The Land and Economy”.  The Program Activity for the Initiative is entitled “Aboriginal Economic Development”.

Start date of the Horizontal Initiative: June 17, 2010

End date of the Horizontal Initiative: on-going

Total federal funding allocation (start to end date): $85.5 million over five years (total G&C and O&M)

Description of the Horizontal Initiative (including funding agreement): The Strategic Partnerships Initiative (SPI) is a program intended to support Aboriginal participation in the economy, with a particular focus on forestry, fisheries, mining, energy and agriculture. A key component of the new Federal Framework for Aboriginal Economic Development, SPI enables more than a dozen partnering federal departments and agencies to provide a coordinated federal response to existing and emerging Aboriginal economic development opportunities.

SPI builds partnerships among federal departments, Aboriginal communities, provincial and territorial governments and the private sector to help Aboriginal Canadians take advantage of complex market-driven opportunities in key sectors of the economy. The initiative's funding is intended to fill gaps that cannot be addressed by existing programs.

SPI fosters a whole-of-government approach to Aboriginal economic development by enabling federal partners to align investments and resources around shared objectives. The program helps eliminate funding gaps in existing federal programming that could otherwise limit or exclude Aboriginal involvement in emerging economic development opportunities.

The initiative also helps to build closer partnerships with non-federal partners, including provincial and territorial governments, the private sector and Aboriginal individuals, organizations, businesses and communities. These partnerships will help bring together the people and resources required for Aboriginal communities to take advantage of opportunities in key sectors of the economy.

Shared outcome(s): The SPI is designed to ensure a horizontal approach to federal investments which will: ensure that federal investments are aligned and targeted toward market-driven opportunities; that the Government of Canada is able to anticipate, plan for, and engage in opportunities; and that the Government of Canada is able to maximize the results of federal investments and be better positioned to lever funds from non-federal sources. Additionally, the SPI will create the possibility of a single window approach (shared application, monitoring and reporting) to federal investments in shared priorities and, where there are gaps in programming, a dedicated source of funds can be accessed to make contributions to recipients.

Governance structure(s): Central to the governance structure of the SPI is the Federal Coordination Committee for Aboriginal Economic Development (FCC). The FCC validates and prioritizes opportunities for a whole-of-government approach to investment under the SPI. The FCC also identifies relevant federal departments and agencies who will work together to develop work plans with Aboriginal groups to advance these opportunities.

Planning Highlights: SPI will enter its third year of delivery in the 2012-2013 fiscal year. The majority of sector investments are based on 3 year strategies which will conclude at the end of the upcoming fiscal year. This provides an opportunity to begin considering updated approaches and new opportunities in order to respond to emerging opportunities for federal collaboration (such as pipelines, potash, etc).

Federal Partner: There are 13 signatories to the Treasury Board Submission for the Aboriginal Economic Development Strategic Partnerships Initiative:

• Aboriginal Affairs and Northern Development Canada
• Agriculture and Agri-Food Canada
• Canadian Northern Economic Development Agency
• Economic Development Agency of Canada for the Regions of Quebec
• Federal Economic Development Agency for Southern Ontario
• Fisheries and Oceans Canada
• Human Resources and Skills Development Canada
• Industry Canada, including FedNor
• Natural Resources Canada
• Office of the Federal Interlocutor for Métis and Non-Status Indians
• Parks Canada
• Status of Women Canada
• Western Economic Diversification Canada

Expected results: Strategic investments under SPI are expected to report on: number of formal partnerships established with federal and non-federal partners under SPI; number of agreements and dollar value of non federal funds leveraged from partners under SPI and number of Aboriginal communities participating as proponents or partners in economic opportunities under SPI per sector.

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2011-2012
$71.4M over 5 years G&C	$14.450M for SPI

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

Contact information:

Aboriginal Affairs and Northern Development Canada:
Gerry Huebner
Manager
Strategic Partnerships Initiatives
Aboriginal Affairs and Northern Development Canada
Tel.: 819-953-4108
Gerry.Huebner@aadnc-aandc.gc.ca

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 (AgriFlexibility) contributes to several program activities within AAFC: On-Farm Action; Food Safety and Biosecurity Risk Management Systems; Trade and Market Development; Science, Innovation and Adoption; and Agri-Business Development.

Start date of the Horizontal Initiative: June 18, 2009

End date of the Horizontal Initiative: March 31, 2014

Total federal funding allocation (start to end date): $313.4 million

Description of the Horizontal Initiative (including funding agreement):

The Agricultural Flexibility Fund is a five-year fund that helps implement new initiatives, both federally and in partnership with provinces, territories and industry. AgriFlexibility will improve the sector's competitiveness and assist the sector adapt to pressures through non-business risk-management measures to take advantage of existing and emerging opportunities to address market pressures. These initiatives are consistent with Canada's international trade interests and obligations, complement measures being implemented under the Growing Forward policy framework, and contribute to a competitive and sustainably profitable Canadian agricultural and agri-food sector.

Three federal-only initiatives under AgriFlexibility have been announced and are at various stages of implementation. They are: Livestock Auction Traceability Initiative (LATI); AgriProcessing Initiative (API); and Canada Brand Advocacy Initiative.

Also funded under the Agricultural Flexibility Fund is a study to provide national and current baseline estimates on the prevalence and concentrations of Campylobacter and Salmonella in broiler chicken. This study undertaken by the Canadian Food Inspection Agency (CFIA) will be useful in the development of pathogen reduction programs, and serve as benchmarks against which the industry could measure the effectiveness of its Hazard Analysis of Critical Control Points (HACCP) programs and/or intervention measures over time.

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.

Shared outcomes:

The Agricultural Flexibility Fund shared outcomes are:

• Producers/partners/industry implement actions to improve their environmental practices.
• Producers/partners/industry implement actions to reduce their costs of production.
• Food safety, biosecurity, traceability, and risk management measures are improved.
• Agri-processors upgrade their capacity.

The CFIA baseline study contributes to the following shared outcome: food safety, biosecurity, traceability, and risk management measures are improved.

Governance structure:

Federal-Provincial-Territorial (FPT) questions related to AgriFlexibility are discussed at the FPT Policy Assistant Deputy Ministers' (ADM) Committee.

The Director General Policy and Programs Management Committee reviews proposals and makes a recommendation to one of the Corporate Executive Committees: the Policy and Programs Management Committee (PPMC) or Horizontal Management Committee (HMC). It 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 and makes a recommendation to PPMC or HMC.

Through a memorandum of understanding between the CFIA and AAFC, the Agriculture Transformation Program Directorate monitors the progress of the CFIA baseline study by reviewing progress reports produced by the Agency every six months against specific deliverables and performance indicators.

Planning Highlights:

In 2012-13, AAFC plans to continue delivering AgriFlexibility, its three federal-only and one federal-provincial initiative. The three federal-only initiatives are the LATI, API, Canada Brand Advocacy Initiative, and the federal-provincial initiative is the Interprovincial Meat Hygiene Pilot Project.

Federal Partner: AAFC

Federal Partner Program Activity	Name of Program for Federal Partner	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Various program activities	Agricultural Flexibility Fund	311.4	93.5
Total		311.4	93.5

For more information, visit: Agricultural Flexibility Fund

Expected results by program:

Producers/partners/industry implement actions to improve their environmental practices

Performance Indicator and Target:

• Number of actions implemented by producers to improve their environmental practices - AAFC's Target is 279 by March 31, 2014.

Producers/partners/industry implement actions to reduce their costs of production

Performance Indicator and Target:

• Number of initiatives positively impacting profitability and competitiveness – AAFC's Target is eight by March 31, 2014.

Improved food safety, biosecurity, traceability, and risk management measures

Performance Indicator and Target:

• Number of food safety plans and programs being developed - Target is five by March 31, 2014.

Increase in the number of agri-processing facilities adopting new technologies and processes

Performance Indicator and Target:

• Number of agri-processing facilities adopting new technologies and processes - AAFC's Target is 35 over the life of this program (2009-14) - Target for 2012-13 is five.

Increased exports of Canadian product in selected markets with growth opportunities

Performance Indicator and Target:

• Increase in export value (baseline is 2008) exports valued at $302 million for Mexico and $1.1 billion for Japan) of consumer-oriented products as measured from the start of Canada Brand Advisory activities - Target is 4% of 2008 exports by March 31, 2013 for Mexico and Japan.

Maintained exports of Canadian products in threatened markets

Performance Indicator and Target:

• Percentage dollars of export value of selected products (as measured immediately prior to the threat's impact on exports) that is maintained - Target is 75% by March 31, 2013.

Agri-industry implement actions to respond to market threats and/or take advantage of emerging market opportunities

Performance Indicators and Targets:

• Number of initiatives addressing significant market issues – Target is four initiatives to address market issues in ten countries by March 31, 2013.
• Number of new products created – Target is 13 by March 31, 2013.

Increase in value-chain efforts focussed on innovation and/or adaptation

Performance Indicator and Target:

• Number of value-chains developed – Target is three by March 31, 2014.

Enhanced traceability capabilities at high-risk, high through-put co-mingling sites

Performance Indicator and Target:

• The percentage of targeted co-mingling sites participating in the program that enhanced their facility's traceability capabilities (there are 1,327 targeted sites and it is estimated that approximately 416 will participate) – Target is 95% of participants by March 31, 2014.

Maintain or increase value-chain innovation and adaptation; producers/partners exploit existing and develop new opportunities

Performance Indicator and Target:

• Number of innovations developed – Target is 112 by March 31, 2014.

Federal Partner: CFIA

Federal Partner Program Activity	Name of Program for Federal Partner	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Food Safety Program	Meat and Poultry	2.0	1.5
Total		2.0	1.5

Planned spending in the above table is as per the Memorandum of Understanding beween AAFC and CFIA.

Expected results by program:

The CFIA baseline study contributes to the following shared outcome: food safety, biosecurity, traceability, and risk management measures are improved.

($ millions)

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2012-13
313.4	95.0

Results to be achieved by non-federal partners:

Expected results are the same as those of federal partners.

Contact information:

Lynn McGuire, Director
Adaptation Division
Farm Financial Programs Branch
Room 242, Floor 8, Tower 7
1341 Baseline Road
Ottawa, Ontario
K1A 0C5
613-773-1905

Note:

Planned spending represents the amounts included in Main Estimates and currently approved Treasury Board Submissions. Total allocation and planned spending amounts are net of indirect costs.

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

Name of lead department: Agriculture and Agri-Food Canada (AAFC)

Lead department program activity: Regulatory Efficiency Facilitation

Start date of the Horizontal Initiative: April 1, 2008

End date of the Horizontal Initiative: March 31, 2013

Total federal funding allocation (start 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 stakeholders, namely: 1) health claims, novel foods and ingredients; 2) food fortification; 3) minor use pesticides and pesticide risk reduction; and 4) veterinary drugs. The Agricultural Regulatory Action Plan supports the general principles of the Government of Canada's Cabinet Directive on Streamlining Regulation. The Plan 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.

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.

Shared outcome:

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 (JMCs), 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

Planning Highlights:

Work under the Agricultural Regulatory Action Plan aims to improve and modernize key aspects of the regulatory system in each of the four priority areas (see Description of the Horizontal Initiative above), while reducing the regulatory burden to promote innovation and improve competitiveness within the agriculture and agri-food sector.

AAFC is committed to helping industry understand and follow regulatory processes and requirements, including responding to scientific data requirements of submissions to Health Canada. Concerning minor-use pesticides, AAFC's plans involve identifying and prioritizing pest management needs, conducting trials, determining the concentration of pesticide residue, compiling data, drafting reports, and assembling regulatory submissions. Under the pesticide risk reduction program, AAFC will work with stakeholders to develop and implement pesticide risk reduction strategies, prioritize biopesticides needs, and develop and divulge pesticide risk reduction tools, practices and techniques. With regard to health claims, novel foods and ingredients, AAFC's plans include working with industry and research and regulatory communities to facilitate information collection, analysis and exchange, as well as undertaking and coordinating collaborative scientific research.

Health Canada's activities are focussed on streamlining regulatory processes and improving submission review times, and developing policy and regulatory frameworks, to better address priorities of the sector while maintaining health and safety standards. More specifically, Health Canada will continue to evaluate and register minor use pesticides that meet the needs identified by growers. In the veterinary drugs area, the Department's work will involve undertaking regulatory harmonization initiatives with international agencies, improving regulatory processes for generic and new drugs, and establishing maximum residue limits for older drugs. With respect to health claims, novel foods, ingredients, and food fortification, Health Canada's plans include developing and implementing targeted policies, regulations and pre-market processes.

AAFC and Health Canada have established interdepartmental working groups for the initiatives in which they are partnering. These groups develop business cases, work plans, performance objectives and targets, and budget and expenditure reports. They report to their respective JMCs.

Federal Partner: AAFC

Federal Partner Program Activity	Name of Program for Federal Partner	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Due to rounding, figures may not add up to the totals shown.
Regulatory Efficiency Facilitation	Minor Use Pesticides and Pesticide Risk Reduction	36.2	9.0
	Health Claims, Novel Foods and Ingredients	16.1	3.6
Total		52.4	12.5

Expected results by program:

Minor Use Pesticides

Improved competitive parity of the agriculture and agri-food sector with regard to pest management, with 170 new minor uses of pesticides registered by Pest Management Regulatory Agency, based on a national list of grower-selected pest management priority projects and data for regulatory submissions.

Pesticide Risk Reduction

Two pesticide risk reduction strategy documents will be developed by March 31, 2013, leading to an improved sustainability and competitive parity of the agriculture and agri-food sector and increase grower awareness of and adoption of safer pest management practices and products.

Health Claims, Novel Foods, and Ingredients

An enhanced sector ability to navigate the food regulatory system through an improved understanding of regulatory processes/requirements, demonstrated by 75% of sector respondents who indicate an increased ability to navigate the regulatory system; and 10 new, innovative and safe food products and three claims, focusing on health benefits.

This will be achieved by the production of regulatory-issue/impact documents, literature reviews and research-gap lists, the collection of data and evidence to address priority knowledge gaps, the establishment and continuation of domestic and international science networks, and sector guidance and communication, which will lead to complete and substantiated sector regulatory submissions.

Federal Partner: Health Canada

Federal Partner Program Activities	Names of Programs for Federal Partner	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Due to rounding, figures may not add up to the totals shown.
Pesticide Regulation	Minor Use Pesticides and Pesticide Risk Reduction	16.0	4.0
Health Products	Veterinary Drugs	5.0	1.2
Food and Nutrition	Health Claims, Novel Foods and Ingredients	17.4	3.5
	Food Fortification	4.3	1.0
Total		42.6	9.7

Expected results by program:

Minor Use Pesticides

Improved competitive parity of the agriculture and agri-food sector with regard to pest management evidenced by the number of new minor uses of pesticides which are registered or available for use in Canada 

This will be achieved by actively participating and providing feedback to applicants on minor use pesticide submission requirements, streamlining data requirements and regulatory processes, and reviewing minor use submissions under a dedicated stream. In addition, the Pest Management Regulatory Agency, a branch of Health Canada, will partner with the U.S. Environmental Protection Agency to evaluate the joint regulatory submissions of the Minor Uses Pesticide Program and its U.S. equivalent, the Interregional Research Project No.4.

Veterinary Drugs

An increased availability of veterinary drugs for food-producing animals in Canada, including the establishment of Maximum Residue Limits for older drugs, by maintaining recent gains in the end-to-end review time for new drug submissions, and enhancing the Minor Use Minor Species (MUMS) sector's ability to navigate and understand the regulatory processes and requirements for MUMS drugs

This will be achieved by providing information and guidance to industry, enhancing policies and regulatory frameworks to streamline generic drug approvals, facilitate access to MUMS products, increasing scientific capacity to review drug submissions, and harmonizing the technical requirements for veterinary drug submissions with the U.S. Food and Drug Administration and other international agencies. This will be supported by optimal use of international information including scientific reviews of veterinary drugs, and by encouraging AAFC's involvement in supporting the development of submissions for MUMS as is done in the pesticides sector.

Health Claims, Novel Foods and Ingredients

Modernized and efficient policy and regulatory approaches and pre-market processes; and new, innovative and safe food products and claims, focussing on health benefits

This will be evidenced by the development and implementation of regulatory tools such as policies, regulations and pre-market processes, the development of manuals, reports, and consultations, and work-sharing agreements, and enhanced policy/regulatory/process engagement with industry, consumers and international partners.

Food Fortification

New, innovative and safe food products introduced in the Canadian market, resulting from the development of informed fortification business/marketing plans by industry that meet government requirements, as well as the development and implementation of regulatory tools such as policies, standards and/or regulations for the management of safe fortified foods which meet industry and consumer needs, and which are based on accurate Canadian data

This will be evidenced by the establishment of a system of pre-market approval of industry submissions for foods fortified with vitamin and minerals on a discretionary basis that is practical, predictable, transparent, and timely. This will also be evidenced by dedication of staff to manage the review and assessment of the safety of fortified foods and issue Temporary Marketing Authorization Letters, and an enhanced knowledge-base supporting the development of approaches to manage fortified foods.

($ millions)

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2012-13
94.9	22.2

Results to be 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

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 represents the amounts included in Main Estimates and currently approved Treasury Board Submissions Total allocation and planned spending amounts are net of indirect costs.

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: International Business Development)

Start Date of the Horizontal Initiative: April 1, 2011

End Date of the Horizontal Initiative: March 31, 2016

Total Federal Funding Allocation (start to end date): $7,000,000

Description of the Horizontal Initiative (including funding agreement): In May 1994, ACOA entered into an agreement (the Canada/Atlantic Provinces Agreement on International Business Development, also known as the IBDA) 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.” Since its launch, the agreement has been extended five times (in 1997, 2000, 2005, 2010 and 2011) for a total investment of $34 million. Funding is cost-shared 70/30 by the federal (through ACOA) and provincial governments. The commitment to this agreement, with the increased funding allocation, attests to both the IBDA’s positive results and its significance for the future of the region’s international business development.

The IBDA supports ACOA’s International Business Development (IBD) program sub-activity by coordinating efforts of federal, provincial and private-sector organizations in pursuing international business opportunities. This aligns well with Canada’s Global Commerce Strategy, which aims to strengthen the country’s position in international markets, and reinforces Canada’s image internationally as a preferred business partner and premier investment destination.

More information can be found on the IBDA website.

Shared Outcomes: The primary shared outcomes for the IBDA partners since the agreement’s inception are listed below.

• Increased number of new exporters
• Existing exporters reporting sales to new markets
• Existing exporters reporting increased sales to existing markets

Since 1994, the Agency and its partners have administered over 255 projects involving over 5,000 Atlantic Canadian companies. The IBDA has helped 198 companies to begin exporting, 459 exporters to increase their export sales, and 333 exporters to expand into new markets. In addition to the above outcomes, this new extension will:

• assist exporters in targeting emerging markets such as Brazil, India and China;
• support universities and research establishments to expand their revenues from international commercialization;
• support clients to source new technologies or processes;
• support foreign direct investment; and
• support Canadian direct investment abroad.

Governance Structure: ACOA is the lead organization for this initiative and houses the secretariat responsible for administering the agreement. A management committee, comprising a representative of each partner, is responsible for planning and managing the agreement’s programs and the evaluation of projects.

Partners include:

Federal departments and agencies (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, Business and Rural Development
• Prince Edward Island Department of Innovation and Advanced Learning

Planning Highlights: The IBDA will continue to build on its accomplishments to date, its extensive experience and lessons learned to contribute further to sustained growth in international business for the Atlantic region. Through its four key elements, the IBDA will:

• expose sectors and companies to export market opportunities and ensure that they are well prepared, with the capability, knowledge and information required to develop international business;
• develop longer term strategies and implementation plans for international business development and undertake research on companies’ needs and best practices;
• assist sectors and companies by obtaining market intelligence and contacts, identifying international market opportunities and applying this knowledge to trade development activities; and
• undertake business activities that support sector export development strategies and contribute to contacts, alliances and ultimately sales for both existing and new exporters.

The agreement is administered by a management committee made up of all seven partners: ACOA, Foreign Affairs and International Trade Canada, Industry Canada and the four Atlantic Provinces. The committee’s responsibilities include approving all projects, establishing procedures and guidelines, monitoring the budget, and reporting results to the appropriate government levels. A secretariat, housed at ACOA’s head office, oversees day-to-day operations.

Funding is sourced from ACOA’s Business Development Program (70%) and the provincial governments (30%), with New Brunswick providing 11%; Nova Scotia, 11%; Newfoundland and Labrador, 5%; and Prince Edward Island, 3%.

Federal Partner: ACOA (lead department)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partner	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Enterprise Development	Business Development Program – International Business Development Agreement	7.0	1.4

Expected Results, by Program: In April 2011, the IBDA adopted the results indicators listed below.

• Number of projects undertaken
• Value of contributions or funding extended

Outputs include:

• Number of clients who participated in promotional activities sessions
• Number of research and/or market intelligence reports completed
• Number of clients who participated in learning and skills development activities
• Number of matchmaking meetings
• Percentage of clients satisfied with matchmaking services
• Number of clients who participated in ACOA-assisted international events
• Percentage of clients satisfied with participation in international events
• Volume (average range) of sales reported
• Number of foreign direct investment opportunities identified (FDI leads)

Outcomes include:

• Number of SMEs starting to export
• Number of SMEs exporting to new markets
• Number of SMEs increasing export sales to existing markets
• Number of occasions when clients sourced a more competitive product or service
• Number of SMEs, universities and research establishments expanding their revenues from international commercialization
• Number of clients who identified/adopted new technologies or processes
• Number of foreign direct investment transactions completed (deals closed), where ACOA’s support contributed to the project’s fruition
• Number of Canadian Direct Investments Abroad (CDIA)

Federal Partner: Foreign Affairs and International Trade Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partner	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
International Commerce	N/A	0	0

Expected Results, by Program: Same as ACOA

Federal Partner: Industry Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partner	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Internal Services	N/A	0	0

Expected Results, by Program: Same as ACOA

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2012-13
$7,000,000	$1,400,000

Results to be Achieved by Non-federal Partners: Same as ACOA

Contact Information:
Michel Têtu
Director General, International Business Development
Atlantic Canada Opportunities Agency
P.O. Box 6051
Moncton, New Brunswick
E1C 9J8
Tel: 506-851-6496
Email: Michel.Tetu@acoa-apeca.gc.ca

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 of the Horizontal Initiative: April 2012 (tentative)

End Date of the Horizontal Initiative: March 31, 2015

Total Federal Funding Allocation (start to end date): Approval is pending.

Description of the Horizontal Initiative (including funding agreement): In 1994, ACOA entered into a three-year international tourism marketing agreement (the Atlantic Canada Tourism Partnership) with 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 agreement was renewed in 1997, 2000, 2003, 2006 and 2009 for consecutive three-year terms.

The ACTP is dedicated to promoting Atlantic Canada as a leading vacation destination in priority markets in the mid-Atlantic and New England regions of the United States and in the United Kingdom. It enables the four Atlantic provinces to penetrate markets that are inaccessible individually; generates marketing economies and efficiencies at the consumer, travel trade and media-relations levels; and creates significant opportunities for regional tourism synergies.

Since its inception, the ACTP’s international marketing efforts have generated more than $654 million in export revenues for tourism SMEs in Atlantic Canada. Its efficiencies are demonstrated by a return-on-investment of almost $15 for every $1 invested in marketing.

The 2012-15 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 being dictated by the marketplace;
• clear and responsive measurement systems of benefit to all four Atlantic provinces; and
• end-of-agreement project evaluations.

Funding of the partnership is shared as follows: ACOA $9,975,000 (50%), Provinces $6,585,000 (33%) and industry $3,390,000 (17%).

Additional information can be found on the ACTP website.

Shared Outcomes: ACTP directly supports the Federal Tourism Strategy’s strategic priority of “increasing awareness of Canada as a premier tourist destination” and ACOA’s Growth Strategy for Tourism. It exemplifies the strategic outcomes for ACOA's priority of increasing revenues, profits, investments and wages. The ACTP’s outcomes aim to:

• increase Atlantic Canada’s competitiveness in targeted markets;
• promote regional co-operation (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.

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 director general of Tourism Atlantic, the four provincial deputy ministers responsible for tourism, and the four tourism industry association presidents (or their permanent designates). Management committee decisions are made by consensus. Six members constitute a quorum, provided that all four provinces are represented, with both government and industry present, and ACOA.

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

At the national level, the Canadian Tourism Commission (CTC) is the lead organization in marketing Canada to the world. Collaborations with the CTC in markets of common interest advance the competitiveness and economic benefits derived from tourism, both regionally and nationally. To achieve greater coherence supporting Canada’s Federal Tourism Strategy and the long-term growth and competitiveness of Canada’s tourism industry, a senior representative from the CTC sits ex-officio on the management committee.

Planning Highlights: The 2012-15 ACTP maintains an international focus by continuing to pursue priority markets in the mid-Atlantic and New England regions of the United States and in the United Kingdom. Each year the marketing committee researches and prepares fully integrated consumer advertising, as well as travel trade and media relations strategies, all for the management committee’s approval. These strategies are implemented by program managers who report directly to the marketing committee.

In the U.S., the ACTP will expand its efforts by building on and enhancing the brand equity of provincial and industry partners in priority lifestyle markets in the mid-Atlantic and New England regions. Overseas, a regional Atlantic Canada brand will be delivered into developmental markets in the U.K.

Marketing budgets will be expended against fully integrated marketing activities in targeted U.S. and U.K. markets. This may include special events in concert with traditional and non-traditional consumer, trade, media relations and digital marketing strategies (e.g. social media, pay-per-click). In order to maximize efficiencies, the ACTP’s marketing activities in all market segments use tactics common to all four Atlantic provinces. All advertising and promotional materials include a mechanism that provides prospective travellers with access to information on all four provinces as a means of promoting the tourism products and experiences available throughout Atlantic Canada.

Federal Partner: Atlantic Canada Opportunities Agency

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Community Development	Atlantic Investment Partnership II Tourism	9.975	3.325

Expected Results, by Program: The 2012-15 ACTP is expected to generate $10 in incremental economic activity for every $1 invested in marketing. The ACTP’s marketing activities are expected to generate $41.67 million in export revenues in each year of the partnership. The three-year revenue target is $125.01 million in incremental revenues for small and medium-sized tourism enterprises in Atlantic Canada.

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2012-13
$9,975,000	$3,325,000

Results to be Achieved by Non-federal Partners: Tourism revenue of $10 for every $1 invested in marketing.

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
Email: Rob.Mccloskey@acoa-apeca.gc.ca

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

Name of lead department(s): Canadian Food Inspection Agency (CFIA)

Lead department program activity: CFIA: Animal Health and Zoonotics Program

Start date of the Horizontal Initiative: 2003-04 (enhanced programming)

End date of the Horizontal Initiative: Ongoing

Total federal funding allocation (start to end date): $3,601.1M (2003-04 to 2013-14) and $26.6M ongoing

Description of the Horizontal Initiative (including funding agreement): Building on work commenced in the early 1990's, the BSE program protects human and animal health by: conducting surveillance, research and risk assessments concerning BSE and other transmissible spongiform encephalopathies (TSEs); minimizing the risk of exposure to infected materials; maintaining consumer confidence through the assessment of the effectiveness of risk mitigation measures and the presence of implemented measures to control any potential outbreaks; supporting market access for cattle, beef and related products through the promotion and explanation of Canada's BSE program to domestic and international stakeholders.

Health Canada conducts research and risk assessments concerning human exposure to BSE and other TSEs, and the Public Health Agency of Canada (PHAC) also performs surveillance and targeted supporting research in this area. The CFIA enforces requirements that: specified risk material (SRM) are 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 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) to maintain confidence in Canada's BSE program. 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	- removal of SRM from the food chain and re-entry into export markets (referred to as the Enhanced BSE Initiative)
2004-05	CFIA, AAFC	2004-05 to 2008-09	- repositioning of the Canadian beef and cattle industry to operate on a profitable and sustainable basis
2004-05	CFIA	2004-05 to 2005-06	- strengthening of 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	- continuation of the Agency's work concerning the enhanced feed ban
2007-08	CFIA	On-going	- implementation of 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	- continuation of work on core BSE activities

Shared outcome(s): Contributing to human and animal health protection, 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 summary evaluation of the CFIA's BSE program was conducted, which noted that the program's governance should be strengthened to enhance coordination and communication conrcerning BSE-related activities, both internally and with other partner organizations. The CFIA accepted this recommendation and agreed to develop improved governance model options, 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 governance approach 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, three senior executive-level committees are supported by four committees: Animal Health, Plant, Food and Horizontal Management.

Planning Highlights: For 2012-13, the key plans and priorities from a horizontal perspective are to continue to deliver the BSE Program to current standards, as well as improve communication and coordination (for example, governance), performance measurement and reporting, and financial tracking.

Federal Partner: Canadian Food Inspection Agency (CFIA)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Animal Health and Zoonotics Program Internal Services	SRM Removal from the Human Food Chain	$91.5M (2003-04 to 2013-14)	$9.5M
	Import Controls	$2.8M (2004-05 to 2013-14)	$0.3M
	BSE Surveillance	$159.9M (2003-04 to 2013-14)	$15.4M
	Cattle Identification	$29.2M (2003-04 to 2013-14)	$2.8M
	Export Certification	$53.2M (2003-04 to 2013-14)	$5.7M
	Technical Market Access Support	$44.1M (2004-05 to 2013-14)	$5.0M
	Enhanced Feed Ban	$241.0M (2004-05 to 2013-14) and $26.6M ongoing	$26.6M
	Establishment Review	$2.3M (2004-05 to 2006-07)	$0.0M
	Oversupply of Aged Cattle	$0.3M (2004-05)	$0.0M
	Meat Inspection Reform	$9.2M (2005-06 to 2007-08)	$0.0M
Total		$633.5M (2003-04 to 2013-14) and $26.6M ongoing	$65.3M

Expected results by program:

SRM Removal from the Human Food Chain:

Outcome: Safe food.

Output/Activities: Compliance with current regulations / continuation of the enforcement and verification of SRM removal, handling, and disposal by CFIA inspection staff.
Indicator³: Compliance rate of industry for removal of SRM.
Targets and Tracking³: 100% Compliance, Internal program files/ & documents

Import Controls:

Outcome: Products imported into Canada meet Canadian standards.

Output/Activities: Up-to-date import controls / review and update current import policies and conditions for BSE as required, to reflect changes to international standards and evolving science.
Indicator³: # of import policies verified and updated as required
Targets and Tracking³: 25%/year
Indicator³: BSE Import Policy is verified and updated as required
Targets and Tracking³: annually, when the OIE updates the lists

BSE Surveillance:

Outcome: Safe animals and food.

Output/Activities: Measure of BSE level and distribution in cattle population/Analyze options to redesign the BSE surveillance program and consult with stakeholders to explore further targeting of surveillance.
Indicator³: Temporal trend in exposure to the BSE agent in the cattle population.
Targets: Testing 30,000 samples from the high risk category of cattle is the minimum national target.

Targets:³ Internal files/documents/ databases (LSTS, provincial lab data, National Livestock Identification Database, Canadian Animal Health Surveillance Network)

Cattle Identification:

Outcomes:

• Governments and other entities make informed decisions to manage animal and related human health issues
• Risk to Canadian livestock resource base are mitigated
• Canadian livestock sector is compliant with regulations

Output/Activities:

Activity: Inspections, compliance verification, investigations and enforcement actions

Output: Compliance verification and enforcement strategy; Inspection reports; Data quality audits; Trace-out reports; Letters of non-compliance; Administrative penalties; Prosecutions

Activity: Develop and administer program and related policies

Output: Regulations; program and related policies; privacy impact assessment; threat risk assessment; Administrator agreement; tools for CFIA staff (e.g. program related policy, positions, manuals, SoPs, etc.)

Indicators, Targets and Tracking³:

Indicator: Number and development status of inspection tools in place

Target: Training, tools and materials are relevant and up to date

Indicator: Number of inspectors trained

Target: All inspectors verifying compliance are trained

Indicator: Ratio of non-compliance versus number of Compliance Verification System (CVS) tasks carried out by CFIA staff expressed as a percentage

Target: 95% compliance

Indicator: Percentage of response to disease and epidemiological investigations that are completed within service standards.

Target: 100%

Export Certification:

Outcome: Products exported from Canada meet requirements imposed by foreign countries.

Output/Activities: Export Certificate / continue provision of export-related certification services to a wide range of affected industries.
Indicator³: Independent assessment reviews.
Targets and Tracking³: Currently being revised

Indicator³: # of quality assurance program developed and certified
Targets and Tracking³: as requested

Technical Market Access Support:

Outcome: Maintain and improve confidence in Canada's animal production and food system, facilitating access to domestic and international markets.

Output/Activities: Increased market demand and confidence / continue the establishment and maintenance of strong relationships with trading partners, and the provision of global leadership and influence concerning international policies and standards development.

Indicator³: Trends in market demand for Canadian bovines and beef products; media tracking for consumer confidence in beef in Canada.

Targets and Tracking³: an ongoing record of markets that are open, and the Exports of Canadian Beef and Cattle

Enhanced Feed Ban:

Outcome: Safe feed, fertilizer, animals and food.

Output/Activities: Compliance with EFB regulations / continue enforcement of enhanced feed ban restrictions.

Indicator³: Trends in compliance with regulations associated with the enhanced feed ban, including SRM removal, handling and disposal; trends in the proportion of feed mills and renderers using prohibited materials/SRM and producing ruminant feeds.

Targets and Tracking³: Currently being revised

Federal Partner: Health Canada (HC)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Health Products	Risk Assessment and Targeted Research	$44.0M (2004-05 to 2013-14)	$2.6M
	Compliance and Enforcement4	$1.0M (2003-04 to 2007-08)	$0.0M
	Product Assessment4	$6.2M (2003-04 to 2007-08)	$0.0M
	Tracking and Tracing4	$3.1M (2003-04 to 2007-08)	$0.0M
Food and Nutrition	Risk Assessment and Targeted Research	$18.1M (2004-05 to 2013-14)	$3.6M
Total		$72.4M (2003-04 to 2013-14)	$6.2M

Expected results by program:

Risk Assessment and Targeted Research:

Immediate Outcome: Increased expertise and knowledge of BSE/TSE science, risks and product surveillance

Performance Indicators and Targets*: Number of direct consultations/visits with stakeholders as a result of Canadian expertise; Number and type of training, conferences, symposiums, etc. attended by HC staff on BSE/TSE topics; Number of research citations related to BSE/TSE peer reviewed publications produced by HC; Number and description of new knowledge shared with CFIA and PHAC on BSE/TSE; Number of reviewed master files and product license applications which may contain ingredients sourced from animals and which may be susceptible to BSE/TSE

Immediate Outcome: Increased knowledge-based decision-making

Performance Indicators and Targets*: Number and type of recommended and /or implemented changes to directives, regulations, policies and procedures as a result of the identification of issues/gaps Number of times BSE/TSE issues are raised at internal risk management meetings

Intermediate Outcome: Reduced risk of acquiring TSEs associated with animal-sourced ingredients in the food and products regulated by HC.

Performance Indicators and Targets*: Number of documented human TSE cases in Canada; number of reported cases of variant Cruetzfeldt Jakob Disease in humans

*Note: The above performance information was extracted from Health Canada's revised 2011 draft Performance Measurement Framework for BSE; targets have yet to be determined.

Federal Partner: Public Health Agency of Canada (PHAC)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Surveillance and Population Health Assessment Public Health Surveillance	Prion Diseases Program	$7.9M (2004-05 to 2013-14)	$0.8M
Total		$7.9M (2004-05 to 2013-14)	$0.8M

Expected results by program:

Surveillance and Research for Human TSEs:

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

Output/Activities: Continued, detailed, case-by-case, laboratory-based investigation of all human TSEs across Canada; improved methods and strategies for efficient case investigation; surveillance data; research publications; provision of policy advice for food safety, healthcare safety and international trade.

Indicator: Alignment of PHAC data from human TSE surveillance with international benchmarks; application of policy advice in decision-making.

Targets and Tracking: TBD

Federal Partner: Agriculture and Agri-Food Canada (AAFC)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Food Safety and Biosecurity Systems (FSBRMS)	Facilitating the Disposal of Specified Risk Material (SRM)	$79.9M (2006-07 to 2009-10)	$0.0M
	Establishment	$276.0M (2003-04)	$0.0M
	Implementation	$36.0M (2003-04)	$0.0M
	Tracking and Tracing Systems	$7.8M (2003-04 to 2004-05)	$0.0M
	Transitional Industry Support Program	$934.6M (2003-04)	$0.0M
	Accelerating Implementation of Traceability in Livestock and Meat Sources	$16.1M (2004-05 to 2006-07)	$0.0M
	Farm Income Payment Program	$999.9M (2004-05 to 2005-06)	$0.0M
	Cull Animal Program	$202.4M (2003-04 to 2005-06)	$0.0M
	Loan Loss	$38.4M (2004-05 to 2008-09)	$0.0M
	Feeder/Fed Cattle Set-Aside Program	$296.3M (2004-05 to 2005-06)	$0.0M
Total		$2,887.3M (2003-04 to 2009-10)	$0.0M

Expected results by program: A summary outlining expected results for AAFC is not included in the RPP as their resources sunsetted in 2008–09.

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2012-13
$3,601.1M (2003-04 to 2013-14) and $26.6M ongoing	$72.3M

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

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

Health Canada
Geoff Middleton
Manager Accountability
Policy, Planning, International Affairs Directorate (PPIAD)
(613) 954-2039

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

³ A trial period of the CFIA's performance measurement framework for BSE is currently being completed, which includes the effectiveness of the draft key indicators for certain program elements (as indicated above). Targets and tracking methods have not yet been finalized for certain program elements.

The purpose of the Enterprise Operational Reporting/Performance Management Reporting Solution (EOR/PMRS) complementary projects are to develop more robust program-level reporting solutions for performance indicators and targets, to enable the Agency to report reliably for specific program objectives, and to improve program decision making. This 5-year initiative will be completed in 2013, at which time 15 programs will have developed Performance Measurement Frameworks, key performance indicators, performance targets and improved reporting capabilities. Animal Health and Meat Hygiene are being inducted into EOR/PMRS this fiscal year. Feed and Fertilizer programs have been inducted into EOR/PMRS, and are doing on-going testing and refinement of indicators and targets. A great deal of progress has been made in terms of reporting capacity for inducted programs, but at this time, indicators and targets for all the programs in the BSE initiative have not yet been identified.

⁴ Funding sunsetted in 2007-08

⁵ Due to rounding, figures may not add to the totals shown.

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: CFIA: Animal Health and Zoonotics Program DFO: Aquatic Animal Health

Start date of the Horizontal Initiative: April 1, 2005

End date of the Horizontal Initiative: Ongoing

Total federal funding allocation (start to end date): $59.0M (2005-06 to 2009-10) and $10.4M ongoing

Description of the Horizontal Initiative (including funding agreement): The NAAHP's goal is to protect Canada's aquatic animal 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 Canada's natural resources 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 financial governance within the CFIA budget. 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, which meets annually to guide the development of the program.

Planning Highlights: The implementation of the NAAHP is on-going; this includes the implementation of the import controls for aquatic animals under the Health of Animals Regulations, which came into effect December 10, 2011. Prior to full enforcement of the Regulations, there will be a one-year transition period supported by a Stream of Commerce Policy from December 2011 to December 2012. The development and implementation of surveillance initiatives in support of domestic or international trade, and development of domestic trade permitting the safe movement of susceptible species of finfish, molluscs, and crustaceans within Canada will also continue, and further consultations will be conducted. Other program functions will also be conducted, including: certifying aquatic animals exports, engaging in emergency disease response activities, developing risk assessments, and performance of disease surveillance plans.

Federal Partner: Canadian Food Inspection Agency (CFIA)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Animal Health and Zoonotics Program Internal Services	National Aquatic Animal Health Programs	$32.1M (2005-06 to 2009-10) and $6.3M ongoing	$6.3M
Total		$32.1M (2005-06 to 2009-10) and $6.3M ongoing	$6.3M

Expected results by program:

Implementation of the Aquatic Animal Health Import Program for 405 regulated species including documentation development (policies and procedures); commodity-specific conditions for the issuance of permits; inspection and sampling plans for high risk commodities; implementation of quarantine procedures and inspections. Implementation of the Aquatic Animal Health Compartmentalization Program to support trade (import and export) in aquatic animals and replace Fisheries and Oceans Canada's Fish Health Protection Regulations which was amended to accommodate the implementation of amendments to the Health of Animals Regulations on December 10th, 2011.

Discussions with stakeholders and right holders for Surveillance Delivery, Emergency Response, domestic movement permission, and Delineation of Domestic Disease Control zones.

Conduct of aquatic animal health risk assessments and country evaluations related to: import/ export; aquatic animal health diseases; scientific advice; and, evaluation of the disease status of countries, zones and regions.

Development of survey plans to support domestic control and trade.

Develop and implement plans to host foreign country audits (EU and Chile).

NAAHP integration into priority Information Management Information Technology (IM/IT) systems & linkage to Fisheries and Oceans Canada's Laboratory Information Management System (LIMS) interfaces.

Changes to CFIA IMIT systems to accommodate the NAAHP, including updates to Import Permit System (IPS) / Automated Import Requirement System (AIRS) / Enterprise Reporting System (COGNOS) implementation.

Outcome 1: Certification of aquatic animal commodities exported from Canada to meet requirements imposed by foreign countries.

Output/Activities: Negotiation of export certificates based on importing country requirements; documentation development for the delivery of each certificate; development of training modules to support delivery of export inspection and certification of aquatic animals; training of Animal Health operations staff to deliver the program; analysis of industry trends and modifications to the system to meet new trade requirements and evolving country health statuses; publication of domestic disease status at the national, regional, and compartment level; performance of sampling required for export delivery; negotiations for continued and new market access.

Indicator: Development of negotiated certificates and dossiers to support market access; development of technical arrangements to support market access. Number of new certificates negotiated.

Target: Historical trends of certificates issued, new certificates negotiated and trade market access issues. An adequate number of staff is trained to perform inspections and issue certificate.

Outcome 2: Protection of the National Aquatic Animal Health Resources

Output/Activities: Develop a zonation and national movement permitting program, and a licensing program which are phased-in. Training will be required for aquatic animal inspection and sample submissions. Develop survey plans to support domestic control and trade as required.

Indicator: Development of the zonation and national movement permitting program, and a licensing program which will be phased-in. Development of survey plans to support domestic control and international trade as required. Successful use of survey information and data for negotiations and technical arrangements.

Target: Historical trends of trade market access issues.

Outcome 3: Implementation of the Import and Compartmentalization Programs.

Output/Activities: Changes to CFIA IMIT systems to accommodate the NAAHP, including updates to Import Permit System (IPS) / Automated Import Requirement System (AIRS) / Enterprise Reporting System (COGNOS) implementation. Implement import controls (permits and zoosanitary certificates) for aquatic animals regulated under the Health of Animals Regulations, which came into effect December 10, 2011. Develop import conditions for all 405 species and related commodities. Negotiate export/zoosanitary certification by foreign countries to meet Canada's new import requirements. Analyze import data from CBSA to evaluate resources for program implementation, and readjust design as required. Conduct import data analysis to reveal trends in terms of the delivery of import permits. Implement the Aquatic Animal Health Compartmentalization Program to support trade (import and export) in aquatic animals.

Indicator: Number of technical arrangements and export certificates negotiated with trade partners that meet Canada's new import requirements. Number of import permits issued, as compared to the number of regulated animal imports (total transactions) to determine potential compliance issues for 2012-2013. Program redesign and regulatory amendments as necessary to support program delivery with NAAHP-allocated resources.

Target: Development of technical arrangements and negotiated export certificates for 80% of regulated aquatic animals and commodities imported.

Federal Partner: Department of Fisheries and Oceans (DFO)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Aquatic Animal Health	National Aquatic Animal Program	$26.9M (2005-06 to 2009-10) and $4.0M ongoing	$4.0M
Total		$26.9M (2005-06 to 2009-10) and $4.0M ongoing	$4.0M

Expected results by program:

DFO's NAAHP laboratories use standards and tracking systems that meet international requirements such as the International Standards Organization (ISO) 17025 Standard for Laboratory Accreditation, and World Organisation for Animal Health (OIE) standards for diagnostic testing.

Outcome 1: Diagnostic tests validated to World Organisation for Animal Health (OIE) Requirements

Output/Activities: Ongoing development and validation of diagnostic tests required to support NAAHP program activities. Priority disease list established collaboratively with the CFIA

Indicator: Validated test methods incorporated into National Aquatic Animal Health Laboratory System diagnostic repertoire for the priority disease.
Target: End of Fiscal Year 2012-13

Outcome 2: Operational Laboratory Information Management System (LIMS)

Output/Activities: Implementation and development of LIMS to facilitate tracking and management of sample testing and reporting.

Indicator: LIMS is fully operational.
Target: April 2012

Outcome 3: DFO NAAHP Laboratories are accredited to ISO 17025 Standards

Output/Activities: Accredited laboratories can demonstrate compliance to internationally accepted standards. Laboratories are implementing controls and will be assessed individually as they are ready.

Indicator: One of three diagnostic laboratories has received ISO accreditation.
Target: End of Fiscal Year 2012-13

Outcome 4: Ensure adequate capacity for diagnostic testing

Output/Activities: In collaboration with the CFIA, establish a network of third-party testing laboratories to support NAAHP program activities.

Indicator: Network of approved provincial, territorial, and private laboratories providing specific diagnostic services.
Target: End of Fiscal Year 2012-13

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2012-13
$59.0M (2005-06 to 2009-10) and $10.4M ongoing	$10.4M

Results to be achieved by non-federal partners (if applicable): Controlling aquatic animal diseases

Contact information:

Canadian Food Inspection Agency
Cornelius Kiley
Director
Aquatic Animal Health Division
(613) 773-7028

Fisheries and Oceans Canada
Stephen J. Stephen
Director
Biotechnology and Aquatic Animal Health Science
(613) 990-0292

Name of Horizontal Initiative: Invasive Alien Species (IAS)

Name of lead department(s): Canadian Food Inspection Agency (CFIA)

Lead department program activity: Plant Resources Program

Start date of the Horizontal Initiative: 2010-11

End date of the Horizontal Initiative: Ongoing

Total federal funding allocation (start 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 species introduced through human action from outside their natural distribution (past or present), that threaten the environment, economy, or society - including human health. Annually, IAS results in 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 international trade increases have elevated IAS introduction risks.

In recognition of the fact 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 Strategy's objective is to initiate implementation of priority objectives (i.e. prevention, early detection and rapid response to new invaders, and management of established and spreading invaders), which will be met via work contributions 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; Fisheries and Oceans Canada 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, Department of Fisheries and Oceans, National Resources Canada and the Canadian Food Inspection Agency (CFIA) to continue the implementation of the Government of Canada's IAS Strategy as well as for the maintenance and enhancement of advances made in the previous five years in terms of invasive alien species activities. Ongoing implementation of the IAS Strategy is critical for the continuation of 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 for the protection of Canada's aquatic and terrestrial ecosystems; this includes the protection of native biological diversity, as well as domestic plants and animals, from the risks of invasive alien species. The key outcome of the Strategy is to make Canada a leader in 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 Fisheries and Oceans Canada, Environment Canada, Natural Resources Canada and the Canadian Food Inspection Agency. Departments and agencies are committed to ongoing collaboration for IAS issues. At a federal-level, coordination continues to be discussed through the Directors' General Interdepartmental Committee on Invasive Alien Species. Inter-jurisdictionally, federal-provincial-territorial (FPT) cooperation for IAS issues continues under the auspices of the annual joint meeting of Resource Ministers' Councils for Wildlife, Forests, Fisheries and Aquaculture, and Endangered Species, as well as within associated meetings with 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 are on-going to seek the full engagement of federal, provincial, and territorial Ministers of agriculture and facilitate their participation in addressing invasive alien species.

Planning Highlights: For 2012-13, the key horizontal plans and are to: continue to develop, advance and implement concrete and practical prevention, detection, response and management activities for the IAS strategy; continue to enhance coordination mechanisms across species, jurisdictions and issues.

Federal Partner: Canadian Food Inspection Agency (CFIA)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Plant Resources Program Internal Services	Risk Analysis	$15.5M (2010-11 to 2014-15) and $3.1M ongoing	$2.9M
	Science and Technology	$33.0M (2010-11 to 2014-15) and $6.6M ongoing	$4.2M
	Legislation, Regulation and Policy	$6.0M (2010-11 to 2014-15) and $1.2M ongoing	$1.2M
	Engaging Canadians	$3.5M (2010-11 to 2014-15) and $0.7M ongoing	$0.7M
	International Cooperation	$2.0M (2010-11 to 2014-15) and $0.4M ongoing	$0.4M
Total		$60.0M (2010-11 to 2014-15) and $12.0M ongoing	$9.4M

Expected results by program:

Risk Analysis:

The development and use of risk assessment tools and models to identify potential IAS and their associated pathways of introduction. These activities also include the design and implementation of appropriate programs to prevent, detect and manage current and potential IAS risks and pathways.

Outcomes: Entry and domestic spread of invasive plants and plant pests is managed in a risk-based manner.

Outputs/Activities: The CFIA will continue to identify highest-risk potential IASs, their pathways, and appropriate means by which to mitigate identified risks by continuing to conduct pest and weed risk analyses, developing import controls and initial response to early detections. For example, pathways of focus for 2012-2013 include pet toys, grain, ethno-botanical (food and medicinal plants) and internet sales.

The Agency will also continue to facilitate risk identification and analysis information-sharing among federal and provincial partners to ensure efficient information generation and communication.

Indicator: To Be Developed (TBD)*
Target: To Be Developed (TBD).

Science and Technology:

Information gathering, the performance of verification activities and the development of scientific tools and expertise, and program delivery to support the prevention, early detection and rapid response to IAS.

Outcomes: Entry and domestic spread of invasive plants and plant pests is managed and response to invasive plants and plant pests is planned and implemented.

Outputs/Activities: The Agency will support IAS prevention, detection and response through continued efforts to develop scientific tools and expertise. Projects on-going for 2012-2013 include: development of weed molecular identification methods and reference sequence databases; genetic barcoding of invasive plant-eating beetles for rapid pest identification; pest diagnostics; illustrated identification; Lucid Key; genetic barcode and trans-Pacific capacity building for Emerald Ash Borer and its relatives; weed biology and seed identification features for Chinese weedy species that are a risk to Canadian biosecurity.

The CFIA will also minimize the impact of IAS introductions by continued foresight projects and early detection efforts, such as import monitoring and inspection, and continuing to develop diagnostic methods and tools for the rapid and accurate identification of high risk IAS. Specific activities include the development of invasive weed seed identification fact sheets; acquisition of reference material for IAS species that are or will be regulated in the near future; monitoring of seed and grain samples to determine the presence and frequency of alien weed species; inspection and auditing of facilities importing grain and other plant products.

The CFIA will continue to work with North American and international scientific partners towards the improvement of our current IAS detection tools, and the offshore evaluation of new methods for organisms not present in North America.

Domestically, the CFIA will continue to work with Provincial and municipal partners on collaborative IAS plant pest surveys. Domestic regulatory response plans, including surveys, inspection and monitoring will continue to be developed and delivered for specific pests such as jointed goatgrass.

Indicator: To Be Developed (TBD)*
Target: To Be Developed (TBD).

Legislation, Regulation and Policy:

Creating and updating legislation, regulations, policies and programs to support the effective implementation of CFIA commitment to the IAS Strategy.

Outcomes: Entry and domestic spread of invasive plants and plant pests is managed, and response to invasive plants and plant pests is planned and implemented.

Outputs/Activities: The Agency will continue legislative framework modernization by updating regulations, creating new ones and harmonizing approaches (where possible) in consultation with stakeholders.

To ensure consistency with international standards and legislated mandate, the CFIA will continue to develop new science-based programs and policies as well as to update existing ones, while focusing on higher risk pathways of introduction. These will support the implementation and delivery of associated import and domestic measures to protect Canada's resource base from potential IAS.

The CFIA will continue to collaborate with federal and provincial partners to coordinate implementation of An Invasive Alien Species Strategy for Canada, to maintain strong lines of communication, engage stakeholders, and contribute to interdepartmental governance as well as strengthening internal governance across branches.

Indicator: To Be Developed (TBD)*
Target: To Be Developed (TBD).

Engaging Canadians:

Increase public awareness and access to IAS information, prevention, and control strategies, as well as activities that seek to maintain partnerships with governments and stakeholders.

Outcomes: Increased stakeholder and partner cooperation, and stakeholder and partner awareness of plants and plant pests, and compliance with policies and regulations.

Output/Activities: The Agency will continue to work collaboratively with stakeholders and government partners to raise awareness about IAS, their potential pathways and associated policies and programs, thereby promoting early reporting of IAS, best management practices and compliance with regulations to reduce risks to Canada's plant resources. The CFIA will continue to develop and participate in IAS training and outreach sessions for municipal and provincial staff as well as regional IAS organizations. The former will be supported by inspection tools and publications intended to broaden surveillance reach.

Broad stakeholder consultation will continue, and cooperation will be sought when new policies and programs - such as the invasive plants program - are implemented.

Indicator: TBD*
Target: TBD*

International Cooperation:

Collaborate with key international phytosanitary organizations and trading partners to reduce risks of IAS introduction from imported products, and to maintain access to foreign markets for Canadian exports through the development and implementation of harmonized standards and guidelines.

Outcomes: Increased international engagement, cooperation and awareness of invasive species and compliance with policies and regulations. A key objective of international cooperation is ensuring that international standards and processes reflect Canadian interests.

Output/Activities:

The CFIA will continue its active participation in the establishment of international standards, negotiations and bilateral meetings with key trading partners to mitigate IAS introduction risks through trade pathways, and the maintenance of access to foreign markets. The CFIA anticipates enhanced sharing of risk analysis information, notification, and discussion of new policies and programs as well as approach harmonization where appropriate and feasible.

Indicator: TBD*
Target: TBD*

*Note: The CFIA, DFO, EC, and NRCan will report ongoing implementation and effectiveness of the Strategy through their respective annual Report on Plans and Priorities and Departmental Performance Reports. In addition, the CFIA, DFO, EC, and NRCan will develop an approach to assess IAS Strategy performance for Canada, in which indicators and targets are expected to be jointly reviewed by the four partners.

Federal Partner: Natural Resources Canada (NRCan)

Federal Partner Program Activity	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Protection for Canadians and Natural Resources	Risk Analysis	$3.0M (2010-11 to 2014-15) and $0.6M ongoing	$0.6M
	Science and Technology	$5.0M (2010-11 to 2014-15) and $1.0M ongoing	$1.0M
	Legislation, Regulation and Policy	$1.0M (2010-11 to 2014-15) and $0.2M ongoing	$0.2M
	Engaging Canadians	$0.5M (2010-11 to 2014-15) and $0.1M ongoing	$0.1M
	International Cooperation	$0.5M (2010-11 to 2014-15) and $0.1M ongoing	$0.1M
Total		$10.0M (2010-11 to 2014-15) and $2.0M ongoing	$2.0M

Expected Results by program as per (13):

Risk Analysis:

Increased capacity to identify and address forest invasive alien species risks, and to prevent their introduction.

Outcome: Increased capacity to identify and address forest invasive alien species risks, and to prevent their introduction.

Outputs/Activities: NRCan will continue to improve the understanding of forest invasive alien species pathways: assessment of human-assisted introduction, and the impact of invasive alien forest pests; the  development of national risk analysis models; an historical database of forest alien species in Canadian forests and national and cross-border risk maps for forest invasive alien species.

Indicator and Target: TBD*

Science and Technology:

Knowledge of forest invasive alien species taxonomy, biology, and ecology is improved.
Likelihood of establishment or spread of forest alien forest species is minimized and their impacts are mitigated.

Outcome 1: Knowledge of forest invasive alien species taxonomy, biology, and ecology is improved.

Outputs/Activities: Continued engagement in scientific research to address knowledge gaps in taxonomy, biology, ecology, distribution, pest-host and forest-pathogen relationships, including the development and testing of molecular and genetic tools to identify non-native insects.

Indicator and Target: TBD*

Outcome 2: Likelihood of establishment or spread of forest alien forest species is minimized and their impacts are mitigated.

Outputs/Activities: Production of detection, diagnostic and surveillance tools and strategies, including molecular, pheromone and chemical attractant methods for forest invasive alien species. The development of response tools and methods, including communication to responsible agencies of scientific recommendations to address the control and eradication of forest invasive alien species.

Indicator and Target: TBD*

Legislation, Regulation and Policy:

Decision-making related to forest invasive alien species management by regulatory agencies and other organizations is informed by scientific and policy expertise.
Canadian positions in national and international discussions on phytosanitary matters are informed by scientific and policy expertise.

Outcome 1: Decision-making related to forest invasive alien species management by regulatory agencies and other organizations is informed by scientific and policy expertise.

Outputs/Activities: Provision of 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. Development of a decision framework for forest invasive species decisions has been initiated and is ongoing in partnership with the Canadian Food Inspection Agency and stakeholders. Availability of risk information is being enhanced.

Indicator and Target: TBD*

Outcome 2: Canadian positions in national and international discussions on phytosanitary trade issues are informed by scientific and policy expertise.

Outputs/Activities: Continued provision of scientific and policy advice to support phytosanitary trade negotiations and the development of national and international forest phytosanitary standards. Development of training material and guidance for implementation of phytosanitary standards and forest education. Continued communication to the forest sector of strategies to reduce barriers to the international trade of forest products.

Indicator and Target: TBD*

Engaging Canadians:

Scientific information about forest invasive alien species is made available to agencies, researchers and the public.

Outcome: Scientific information on FIAS is made available to agencies, researchers and the public.

Outputs/Activities: The CanFIAS Database will be enhanced and expanded with new functionalities and information. The database will be made available to the National Forest Pest Strategy partners before global release. A communications strategy for release will be developed which will involve publication and presentations aimed at enabling all end-users to utilize information to develop strategic knowledge.

Indicator and Target: TBD*

International Cooperation:

International cooperation is facilitated with phytosanitary organizations and trading partners.

Outcome: International cooperation is facilitated with phytosanitary organizations and trading partners.

Outputs/Activities: Continued engagement in international forest sector consultation, development of research and analysis to respond to Canadian export trade issues and develop national and international phytosanitary standards that reduce global movement of forest pests. Knowledge transfer support for science-based decision-making in terms of international fora to facilitate international cooperation, reduce pest threats to Canadian forests, and minimize disruption of Canadian forest products by phytosanitary concerns.

Indicator and Target: TBD*

*Note: A review of Natural Resources Canada's performance measurement framework for Forest Invasive Alien Species will be undertaken. Targets and tracking methods have not yet been determined.

Federal Partner: Department of Fisheries and Oceans (DFO)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Science for Sustainable Fisheries and Aquaculture	Risk Analysis	$2.0M (2010-11 to 2014-15) and $0.4M ongoing	$0.4M
	Science and Technology	$5.1M (2010-11 to 2014-15) and $1.02M ongoing	$1.02M
	Legislation, Regulation and Policy	$1.1M (2010-11 to 2014-15) and $0.21M ongoing	$0.21M
	Engaging Canadians	$0.4M (2010-11 to 2014-15) and $0.09M ongoing	$0.09M
	International Cooperation	$11.4M (2010-11 to 2014-15) and $2.28M ongoing	$2.28M
Total		$20.0M (2010-11 to 2014-15) and $4.0M ongoing	$4.0M

Expected results by program:

Risk Analysis:

Risk analysis for priority species and pathways.

Science and Technology:

Decision makers are provided with information in order to manage species and pathways in a risk-based manner.

Legislation, Regulation and Policy:

Fisheries and Oceans is developing a regulatory proposal under the Fisheries Act, which will seek to prevent the introduction of new aquatic invasive species, as well as enable management and control activities. Cooperation and coordination with provincial and territorial partners on this regulatory proposal is underway via the National Aquatic Invasive Species Committee under the Canadian Council of Fisheries and Aquaculture Ministers.

Work is underway to refine the regulatory proposal including addressing issues related to policy, legal, and implementation.

Engaging Canadians:

Stakeholders and partners are aware of activities that can mitigate the risk of aquatic invasive species.

Canadians will be consulted on the AIS regulatory proposal as part of the regulatory process.

International Cooperation:

The impact of Sea Lamprey is effectively managed in the Great Lakes.

Canada is involved in international discussions to address the introduction and spread of aquatic invasive species.

Federal Partner: Environment Canada (EC)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Biodiversity - Wildlife and Habitat	Engaging Canadians-Invasive Alien Species Partnership Program	$5.0M (2010-11 to 2014-15) and $1.0M ongoing	$1.0M
Total		$5.0M (2010-11 to 2014-15) and $1.0M ongoing	$1.0M

Expected results by program:

As per the Updated 2012-13 Departmental Program Performance Framework:

Expected Result: Canadians increasingly participate in priority activities set out in An Invasive Alien Species Strategy for Canada (IASSC).

Indicator: Number of participants in IASPP funded projects (Target: 1000)

Output: Funding for locally-initiated projects that meet eligibility criteria

Indicator: Ratio of funding leveraged from non-federal partners for program funding (Target: Partner $ : Federal $ = 3:1)

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2012-13
$95.0M (2010-11 to 2014-15) and $19.0M ongoing	$16.4M

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 and Domestic Program
Plant Health and Biosecurity Directorate
(613) 773-7236

National Research Council of Canada
Jacques Gagnon
Director
Science Policy Division
(613) 990-5827

Fisheries and Oceans Canada
Sophie Foster
Science Advisor, Aquatic Invasive Species Program
Environment and Biodiversity Science
(613) 990-9480

Environment Canada
Elizabeth Roberts
Manager
Conservation Partnerships and Programs
(819) 934-5277

Name of Horizontal Initiative: Plum Pox Management and Monitoring Program (PPMMP)

Name of lead department(s): Canadian Food Inspection Agency (CFIA)

Lead department program activity: Plant Resources Program

Start date of the Horizontal Initiative: 2011-12

End date of the Horizontal Initiative: 2015-16

Total federal funding allocation (start to end date): $17.2M (2011-12 to 2015-16)

Description of the Horizontal Initiative (including funding agreement): Plum Pox Virus (PPV) is a viral plant disease that infects Prunus species including peach, plum, apricots and other stone fruit plants. PPV does not affect human or animal health but reduces fruit yields, mottles leaves, and causes visual symptoms on stone fruit which thus reduces their marketability. The virus is spread locally by aphids (an insect) and through the movement of infected propagative material, including live trees of all age classes, rootstock, bud wood, cuttings or other green branches and twigs, and tissue cultures.

PPV was first discovered in Ontario and Nova Scotia in 2000. The Government of Canada responded in 2001 with a three-year, $49.3 million PPV program to suppress PPV, and to evaluate the feasibility of eradication. Based on the recommendations of a PPV International Expert Panel (IEP), the seven-year, Plum Pox Eradication Program (PPEP) was launched in 2004 ($85 million) and augmented in 2007 with an additional $58.6 million totaling $143.6 million in federal and Ontario government funding. The PPEP expired on March 31, 2011.

Eradication of PPV has been achieved in six of the seven quarantine areas established at the beginning of the eradication program. These six quarantine areas are Blenheim, Fonthill, Stoney Creek and Vittoria in Ontario, and the Annapolis Valley and Wolfville in Nova Scotia. All of the regions continue to be surveyed and monitored, and no new virus cases have been found outside the Niagara region. Although eradication was not achieved in Niagara, the infection rate has been reduced from 1.9% of tree samples to less than 0.02% in 2010.

By implementing a PPV monitoring and management strategy, PPV will remain in the Niagara region in perpetuity, thus the industry will need to manage the risks it poses to production and marketability of products.

The PPMMP consists of regulatory plant protection activities and, for the first five years of the program, significant research to develop PPV risk mitigation tools and educational and awareness program components to build the capacity within the industry to implement best management practices.

CFIA and Agriculture and Agri-food Canada (AAFC) funding was obtained from Budget 2011 which allocated $17.2 million over five years for the PPMMP, whose goal is to be a management and monitoring strategy to contain and prevent the spread of plum pox.

Shared outcome(s): The outcome of the Government's PPMMP is to fulfill the Government of Canada's plant protection obligations and international responsibilities through measures to mitigate the spread of PPV to other regions of Canada and internationally. The PPMMP's other outcome is to facilitate industry management of PPV.

Governance structure(s): The CFIA's PPMMP activities and deliverables are managed and governed by the Plant Health Business Line Committee as PPV is an established, regulated plant pest requiring ongoing decision making to protect Canada's plant resource base. Also, AAFC's A-Base activities are managed and governed by a committee of Science Directors from the Research Branch who report to the Director General of Science Operations. The DG has the final "sign-off" authority for AAFC Research Branch activities including PPMMP. An AAFC Science Director has been assigned as responsible for ensuring PPV research activities are implemented, managed and reported as required.

A PPV Steering Group (PPV-SG), consisting of CFIA and AAFC director-level officials, was established for the first five years to make recommendations about program delivery to the above CFIA and AAFC governance committees. The PPV-SG liaises with internal and external stakeholders as required, including international plant protection bodies, to provide updates and seek input about program and research parameters at stakeholder conferences and meetings. After a period of five years, when AAFC's role in the PPMMP has concluded, CFIA's Plant Health Business Line Committee will be responsible for managing the PPMMP on an ongoing basis.

Planning Highlights: For 2012/13, the key horizontal plans are: implement appropriate sampling and detection of Plum Pox Virus host material to update, as required, the quarantine area boundary; enforce restrictions to mitigate the spread of Plum Pox Virus; and undertake research activities to improve the regulatory program.

Federal Partner: Canadian Food Inspection Agency (CFIA)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Plant Resources Program Internal Services	Monitoring and Detection	$4.2M (2011-12 to 2015-16)	$1.0M
	Regulatory Enforcement	$4.6M (2011-12 to 2015-16)	$1.0M
	PPV Regulatory Research	$1.1M (2011-12 to 2015-16)	$0.3M
	PPV Suppression Research	$0.7M (2011-12 to 2015-16)	$0.2M
Total		$10.6M (2011-12 to 2015-16)	$2.5M

Expected results by program:

Monitoring, Detection:

Outcome:

Mitigate the spread of PPV to other regions of Canada and internationally.

Outputs/activities:

Monitoring activities will be performed by the CFIA to confirm and adjust Niagara area quarantine boundaries as necessary. In accordance with NAPPO guidelines, the CFIA will conduct detection activities annually, by taking samples along the Niagara quarantine area perimeter. Laboratory testing of samples to determine the presence of PPV will be conducted by the CFIA. To detect whether PPV has spread beyond the quarantine area, samples will be collected annually from commercial orchards and nurseries from PPV-susceptible species in other regions of Ontario, Nova Scotia, Quebec, and British Columbia.

Indicator:

Established quarantine areas and areas with PPV-susceptible species will determine the location where sampling will occur. Samples will be collected from specific species (peach, plum, nectarine, apricot) located inside and outside of the quarantine area.

Target:

An estimated 22,850 samples will be taken and tested annually until 2015 and reduced to 17,000 samples in 2016 and ongoing.

Outcome:

Mitigate the spread of PPV to other regions of Canada and internationally.

Outputs/Activities:

Through its inspection activities, the CFIA will monitor and assess the compliance of regulated parties with the PPMMP regulatory requirements. Monitoring activities include issuing movement certificates for regulated material (dormant root stock, seedlings, seeds, and plant material for research) and conducting audits and compliance verifications of retail outlets, nurseries and other facilities that may sell, distribute or propagate susceptible Prunus species. When non-compliance is identified, the CFIA will take the most appropriate response to obtain compliance in view of factors such as potential or actual harm, the compliance history of the regulated party, and intent.

To help maintain a lower level of virus prevalence within the quarantine area, the prohibition and restriction to propagate regulated Prunus plants within the quarantine area will continue. The prohibition of propagation will ensure that only PPV-free, or certified clean stock (planting material that is free of all viruses including PPV) is used within the Niagara quarantine zone.

Indicator:

Growers, residents and retailers within the quarantine area.

Target:

Annual inspection of a sub-set of growers, residents and retailers to determine if movement of material or propagation has occurred. Property scouting will commence during the 2012-13 fiscal year which will determine the number of properties to be annually scouted.

PPV Regulatory Research

Outcomes:

Restrain the prevalence of PPV in the Niagara region, mitigate the spread of PPV to other regions of Canada and internationally.

Outputs/Activities:

To support the clean stock program, a research project will be conducted by the CFIA to develop strategies for eliminating PPV from rootstock; this program supports the enforcement of the prohibition on propagation. The most effective method(s) to eliminate PPV from infected nursery stock materials will be evaluated so that desirable foreign varieties may become eligible for use by industry through clean stock services.

Regulatory research will also develop improved detection tools and more extensive knowledge about PPV to support PPV surveillance, monitoring and detection. CFIA research projects include characterizing genetic variation within individual strains of PPV found in Canada, monitoring the introduction of new strains, and mapping the movement of the virus within Canada.

Beyond 2016, the CFIA will conduct similar research, such as evaluating the host range for newly discovered strains of PPV to determine the range of Prunus hosts to be regulated in Canada. This research will ensure that the ongoing regulatory program remains effective in mitigating the spread of PPV.

Indicator:

In total, three indicators are identified: 1) protocol for the production of virus-free nursery stock for domestic and export clean stock programs using virus elimination techniques; 2) genetic maps to understand the movement of PPV strains and isolates, to allow for continuous improvement of regulatory surveillance protocols; and 3) identification of any new strains and isolates of PPV not previously reported in Canada along with protocols for their detection.

The requirement of a comprehensive list of host plants for new strains of PPV detected in Canada to enhance surveillance protocols and industry.

Target:

Other than creating a protocol for virus elimination, the genetic map and identification of new strains are dependant on the number of samples collected that test positive. Host range target is variable depending on the identification of new strains and isolates in Canada during routine surveillance activities.

PPV Suppression Research

Outcomes:

Screening of foreign plant material for pests and diseases and conduct pre-evaluation.

Outputs/Activities:

AAFC will identify foreign varieties with potential resistance to PPV. The CFIA has phytosanitary measures in place to mitigate pest movement into Canada from imported products. The CFIA will screen identified foreign plant material in order for its use in growth trials in Canada.

Indicator:

Plant material identified by AAFC and imported into Canada.

Target:

Variable, based on the number of identified potential candidate varieties and laboratory capacity.

Federal Partner: Agriculture and Agri-Food Canada (AAFC)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Science, Innovation and Adoption	PV Regulatory Research	$0.4M (2011-12 to 2013-14)	$.15M
	Virus Resistance Research	$3.0M (2011-12 to 2015-16)	$.65M
	PPV Suppression Research	$2.9M (2011-12 to 2015-16)	$.65M
	Education and Awareness Activities	$0.3M (2011-12 to 2015-16)	$.15M
Total		$6.6M (2011-12 to 2015-16)	$1.6M

Expected results by program:

Industry Management of PPV:

Outcomes:

Immediate Outcomes

Immediate outcomes are enhanced PPV best management tools, PPV resistant varieties, and improved methods for industry detection of PPV. Research findings will contribute to PPMMP educational and awareness activities.

Intermediate outcomes

Intermediate outcomes are that industry will be equipped and positioned to effectively contain PPV within the Niagara region and moderate the prevalence of PPV in the Niagara region.

Virus Resistant Research - Outcomes

Research will develop virus resistance strategies to help protect against PPV and manage the virus in the long term. Specific research projects that support virus resistance include 1) developing a new PPV resistant peach tree line through gene silencing (switching off a gene to make susceptible hosts resistant to infection); 2) developing transferable resistance in rootstock that can be transmitted through grafting to existing fruit trees; and 3) developing a virus vector which will act like a vaccine to induce resistance by gene silencing.

Indicator:

Knowledge and technology about how to induce PPV resistance in peach trees; Knowledge about the gene expression of PPV infection, for use by plant breeders in public/private peach breeding programs. Peach germplasm resistance to PPV for transfer to public/private peach breeding programs; PPV resistant plum germplasm for transfer to public/private plum breeding programs; New knowledge to prevent PPV infection of non-infected peach germplasm in the field.

Target:

Development of a peach line with genetic resistance to PPV; Development of genetic resistance to PPV through use of root-stocks; Development of a PPV vaccine; Knowledge about PPV-host-tree interactions for the development of new technologies to combat PPV and related viruses

PPV Suppression Research - Implementation Plan

PPV suppression will be pursued through research to reduce PPV transmission in orchards. Research projects include assessing practices and processes to suppress PPV transmission by aphids, specifically the use of oil sprays on Prunus plant leaves; evaluating the influence of tree variety and age on the level of seasonal resistance to natural infection by aphids; determining the efficacy of newly registered insecticides on the transmission of PPV, which will result in the development of guidelines for application for use by industry; examining the impact of PPV infection in young peach tree growth, hardiness and productivity in subsequent years; and evaluating foreign material for use in Canada (in collaboration with the CFIA).

Education and Awareness Activities

Outcomes

Immediate outcomes

Immediate outcomes are increased industry understanding and awareness of PPV best management practices.

Intermediate outcomes

Intermediate outcomes are increased industry uptake of PPV management, which will also help to prevent the spread of PPV.

Implementation Plan

Several activities will be conducted to increase industry knowledge and awareness of PPV management practices, and facilitate the transition from eradication to long term management. These activities will be conducted in collaboration with OMAFRA, which is responsible for providing PPV management crop advice and training to Ontario growers and nurseries. AAFC will also liaise with the OTFPMB and the Canadian Nursery Landscape Association (CNLA) to develop and promote an effective educational and awareness campaign.

Currently, the industry has very little information about the spread and risks of managing PPV. As such, educational services will be pursued for the first five years of the program. AAFC will collaborate with OMAFRA to distribute information to Ontario tender fruit industry members about PPV best management practices by publishing pamphlets and articles. An AAFC-OMAFRA fact sheet and web postings related to PPV management will provide information about the disease, including symptom recognition, proper use of treatments, virus testing methods, and service provider contact information.

In addition to publications, best management practices will be shared with producers by delivering presentations at grower meetings, conferences and information sessions. European tender fruit producers and crop advisors who have experience managing the disease will be invited to participate in the conferences, meetings and information sessions to leverage their expertise. Information and research findings will also be provided by local crop advisors and researchers.

During field tours, hands-on training and practical demonstrations will be conducted to increase the efficacy of the education and awareness campaign. Producers will be shown how to recognize PPV symptoms and properly apply treatments.

In 2015-16, AAFC will transfer the additional knowledge and specific recommendations to enhance best management practices acquired through the research projects to OMAFRA and industry stakeholders.

PPV Regulatory Research

Outcomes:

Restrain the prevalence of PPV in the Niagara region, and mitigate the spread of PPV to other regions of Canada and internationally.

Outputs/Activities:

Regulatory research will also develop improved detection tools by AAFC and more extensive knowledge about PPV to support PPV surveillance, monitoring and detection. CFIA research projects include characterizing genetic variation within individual strains of PPV found in Canada, monitoring for the introduction of new strains, and mapping virus movement within Canada.

AAFC will conduct research to develop a more sensitive broad spectrum diagnostic tool to detect PPV and determine the most efficient sampling methodology for that tool's user. Upon its completion, the diagnostic tool technology will be transferred to Canadian private laboratories and the CFIA for the regulatory program.

Indicator:

AAFC indicator will be production and purification of PPV proteins for use in a more sensitive test (tool) to detect PPV infection in the field; this technology will be transferred for use by CFIA.

Target:

Targets of AAFC research include:

1. Production and purification of high levels of PPV protein
2. Development of a PPV detection system
3. Assessment of the sensitivity and breadth of detection for PPV strains
4. Determination of most efficient sampling methodology for PPV detection

PPV Suppression Research:

Outcomes:

Contain PPV in the Niagara quarantine area by implementing measures to mitigate the spread of PPV to the rest of Canada and internationally. Generate new knowledge and transfer this knowledge of PPV management by industry to maintain industry viability and profitability (Best Management Practices).

Outputs/Activities:

Commercial orchards will be surveyed to establish a database of both infected and healthy trees for use in research study. Limited studies will be performed on young peach trees using containment room conditions. Annual collection of samples and data from these sites will be used to assess the effects of PPV on tree physiology, growth, yield, and viability to inform the improved development of management recommendations to the industry.

Beyond 2016, the CFIA will conduct research, such as evaluating the host range for newly discovered strains of PPV, to determine the range of Prunus hosts to be regulated in Canada. This research will ensure that ongoing regulatory programs remain effective in mitigating PPV spread.

Indicator:

New knowledge, recommendations, and tangible tools to improve best management practices such as the use of oil sprays to manage PPV spread within orchards, and information on susceptibility and impact of PPV of different tree varieties. In particular these studies will help identify periods of maximal susceptibility of trees to PPV so that targeted oil or antifeedant applications can be made. Research findings will be presented at grower conferences, expert panel meetings and workshops, scientific meetings, and published in both grower newsletters and scientific journals. Research findings will be transferred to provincial extension personnel, and posted on an industry website.

Target:

Research will be conducted on:

The use of horticultural oils to minimize aphid transmission of PPV and to examine possible phytotoxicity on foliage and fruit when applied in close proximity to other commercially used pesticides

The efficacy of antifeedants or excitants in preventing aphid transmission of PPV

The impact of PPV on peach tree productivity, viability, and symptom expression

The use of organic or mineral amendments, and plant growth regulators as a management practice.

Results achieved by non-Federal Partners (if applicable): N/A

Contact information:

Canadian Food Inspection Agency
Anthony Parker
A/Director - Horticulture Division
Plant Health and Biosecurity Directorate
(613) 773-7188

Trent Herman
A/National Manager - Greenhouse and Nursery
Plant Health and Biosecurity Directorate
(613) 773-7630

Eric Wierenga
Horticulture Specialist - Greenhouse and Nursery
Plant Health and Biosecurity Directorate
(519) 826-2843

Agriculture and Agri-Food Canada
Gary Whitfield
Science Director - Environmental Health
Science Centres Directorate
(519) 738-1218

Lorne Stobbs
Research Scientist - Vineland
(905) 562-4113(241)

Name of Horizontal Initiative: Food Safety Modernization (FSM)

Name of lead department(s): Canadian Food Inspection Agency (CFIA)

Lead department program activity: Food Safety Program

Start date of the Horizontal Initiative: 2011-12

End date of the Horizontal Initiative: 2015-16

Total federal funding allocation (start to end date): $99.8M (new funding) and $40.0M (internal reallocation) (2011-12 to 2015-16)

Description of the Horizontal Initiative (including funding agreement): The CFIA was created in 1997 to enhance food safety systems through the consolidation of inspection and quarantine services that were being delivered by Agriculture and Agri-Food Canada, Health Canada, Fisheries and Oceans Canada and Industry Canada. The current inspection system comprises numerous independent inspection delivery models.

In Budget 2011, the Government of Canada committed funding amounting to $96.8 million to the CFIA to improve and modernize its food safety inspection system. A number of CFIA initiatives were identified to modernize Canada's food safety inspection system. In support of Agency modernization initiatives, HC received $3.0M of this funding for enhanced health risk assessment capacity.

The main objectives of this modernization initiative are to move the CFIA away from a system of independent commodity-specific inspection approaches and inspector training, and paper-based record keeping and interactions with stakeholders, to that of a single-inspection approach consistent across the food safety program, supported by standardized training, technology information solutions, enhanced proactive science capacity and improved service to stakeholders.

The plan consists of three elements:

• a) inspection system modernization, including the development of an improved inspection model which will provide standardized activities across the food program, national training for inspectors, enhanced listeria control in high risk ready-to-eat foods, enhanced HC health risk assessment capacity in support of CFIA modernization activities, and the development of an electronic service delivery platform;
• b) supporting risk-based decision making through enhanced scientific capacity, including a proposal for a food laboratory network, enhanced capacity for scientific testing and improved facilities and equipment; and
• c) increasing efficiency through improved information management and information technology, including data storage and back-up capacity; enhanced connectivity and more support for inspector tools such as wireless devices, and laptops.

Shared outcome(s): Modernize CFIA's inspection system by providing up-to-date and relevant training and necessary technology support. This shared outcome will address the increasing complexity of inspection associated with industry advancements in food production, and international advancements to improve food safety systems.

Governance structure(s): The CFIA has imposed an internal governance framework for the delivery of activities related to Food Safety Modernization. The CFIA's Senior Management Committee, chaired by the President, will provide direction for initiatives, and is accountable for overall implementation. Three VP-level advisory committees responsible for each of the three elements (inspection system modernization, science and IM/IT) will report to the Agency's Senior Management Committee, and will be accountable for ensuring activities are on track and on budget. Each will operate individual governance structures, led by a business sponsor and a dedicated Project Manager, with representation from all implicated areas. The Project Governance and Investment Board provides the forum to ensure horizontal integration between the three elements.

Planning Highlights: For 2012-13, consultations will be held for the drafting of an improved inspection delivery model. Project approval will be sought for the IM/IT solution to support the implementation of the draft model, as well as the electronic service delivery platform. The electronic service delivery platform project team will develop the required project documentation for project approval, and work with stakeholders will be initiated to develop detailed business requirements. With respect to the implementation of Health Canada's Listeria policy for non-meat ready-to-eat food, the Agency will continue staffing actions to provide additional inspection staff for inspection activities in high-risk areas, validate new laboratory methodologies for Listeria in non-meat commodities, and analyze additional food and environmental samples. A new core training program will be piloted for new inspection staff. CFIA subject matter experts will also provide refresher training to existing staff to keep inspectors current with emerging trends and developments related to their work. Adjustments to the core training program will occur as the new inspection model is developed and refined. The Agency will strengthen its information integration capability by introducing Agency-wide data standards. Planning will commence for desktop operating system and tools upgrading and standardization, as well as increasing data storage and backup capacity.

To enhance scientific capacity in 2012-13, the CFIA will assemble a small team to work in collaboration with partners and explore with experts the concepts, processes and mechanisms available to conduct a laboratory systems analysis of the Canadian food laboratory system. Partners will be engaged in exploring data and information requirements and opportunities in anticipation of future feasibility assessments, with respect to the use of existing, or in the creation of an IM/IT platform for secure data sharing. The Modernizing Equipment and Laboratories sub-projects at the GTA and St. Hyacinthe Food laboratories will move into the Project Planning stage with the award of contracts for the Engineering/Design phase of the projects. This will provide support to move to the execution stage of the projects with construction beginning in 2013-14. Additionally, highly skilled scientists will be hired in targeted laboratories.

Federal Partner:

Federal Partner: Canadian Food Inspection Agency (CFIA)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Food Safety Program	Inspection Modernization	$100.2 (2011-12 to 2015-16)	$16.2M
	Enhancing Scientific Capacity	$19.8M (2011-12 to 2015-16)	$2.4M
Internal Services	Improved IM/IT	$16.8M (2012-13 to 2015-16)	$3.8M
Total		$136.8M (2011-12 to 015-16)	$22.4M

Expected results by program:

Inspection System Modernization

Improved Inspection Delivery Model:

Development of improved inspection delivery model and IM/IT solutions to support the model.

Outcome: The development of an improved inspection delivery model, with supporting IM/IT solutions that will result in the improved management of food safety risks.

Outputs/activities: A single food inspection program will be developed, supported by IM/IT solutions for food inspection. The improved inspection delivery model will include standard collection, reporting and analysis across food commodities and will provide a more consistent inspection and enforcement approach for regulated parties.

Indicator: To be developed (TBD)*
Target: To be developed (TBD)*

Verifying Compliance with HC's Revised Listeria Policy

Outcome: Fewer illnesses caused by Listeria monocytogenes resulting from the consumption of high-risk, non-meat RTE foods.

Outputs and Activities: The Agency will enhance inspection and testing activities to verify industry control of Listeria in all high-risk, non-meat Ready to Eat (RTE) food. The Agency will increase the number of inspections and samples taken and analyzed, and provide technical support for risk assessments resulting from positive findings. Sampling data will be used to support risk-based decision making. Industry will be encouraged to implement preventative Listeria control programs. New Listeria testing methods will be validated and trend analysis will be developed.

Indicator: To be developed (TBD)*
Target: To be developed (TBD)*

Electronic Service Delivery Platform

Outcome: The CFIA can interact with business and international trading partners in an effective, transparent and timely fashion.

Outputs and Activities: The Agency will develop an electronic service delivery platform (ESDP) to enable regulated parties to more readily access CFIA programs and information. Secure service delivery applications will be developed and integrated within an electronic portal. The first deliverable under the ESDP will be electronic export certification.

Indicator: To be developed (TBD)*
Target: To be developed (TBD)*

Recruitment and Training of Inspectors

Outcome: Recruitment and training process for inspections within the CFIA will be designed to meet the requirements of the modernized inspection model.

Outputs and Activities: A comprehensive national recruitment, selection and training strategy based on a core, competency-based curriculum for inspection staff will be developed. Core training to new recruits as well as enhanced ongoing training for existing inspection staff will be provided.

Indicator: To be developed (TBD)*
Target: To be developed (TBD)*

Enhanced Scientific Capacity

Developing a Laboratory Network Strategy

Outcome: Improved CFIA food laboratory capacity and improved ability to detect and respond to food safety related hazards.

Outputs and Activities: Collaborative opportunities between partners will be identified. Best practices from existing laboratory networks will be reviewed and an analysis of gaps and needs within the food laboratory system will be completed. A commitment from partners to build and implement a food laboratory network will be sought. Feasibility studies describing a system to share laboratory information will be completed. A plan and steps to implement a food laboratory network will be developed and put in place.

Indicator: To be developed (TBD)
Target: To be developed (TBD)

Modernizing Equipment and Laboratories

Outcome: Improved CFIA food laboratory capacity to detect and respond to food safety related hazards.

Outputs and Activities: Laboratory expansion and renovation of targeted laboratories will be completed. Laboratory equipment will be upgraded with the procurement of modern testing equipment.

Indicator: To be developed (TBD)
Target: To be developed (TBD)

Enhancing Laboratory Response Capacity

Outcome: The CFIA is able to detect and respond faster to food safety hazards.

Outputs and Activities: The number of highly skilled scientists in targeted laboratories will be enhanced through hiring additional scientists. New rapid, scientific, and sensitive food safety testing methods will be developed.

Indicator: To be developed (TBD)
Target: To be developed (TBD)

Improved IM/IT

Outcome: Foundational IM/IT elements in place to support business needs in the delivery of the food safety management risks.

Outputs and Activities: Increase connectivity for front line staff. Acquisition and deployment of modern devices to inspection staff. Provide the Agency and Agency staff with stable and up-to-date information management and integration capabilities. Negotiate with Shared Services Canada for the provision of additional data storage and backup capacity.

Indicator: To be developed (TBD)
Target: To be developed (TBD)

*Note: A review of the CFIA's performance measurement framework for Food Safety Modernization is currently being undertaken, which has included the development of draft key indicators for certain program elements (as indicated above). Targets and tracking methods have not yet been determined. A Performance Measurement Strategy will be finalized.

Federal Partner: Health Canada (HC)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Food Safety and Nutrition	Enhancing Health Risk Assessment Capacity to Support CFIA Food Safety Inspection Activities	$2.6M (2012-13 to 2015-16)	$517K
Total		$2.6M (2012-13 to 2015-16)	$517K

Expected results by program:

Inspection System Modernization

Enhanced Health Risk Assessment Capacity:

Outcome 1: CFIA-led food safety investigations will be supported by timely health risk assessments that will further support swift action being taken to minimize/mitigate the potential exposure of Canadians to hazards in food and the number of associated illnesses.

Outputs/Activities: Health Canada will build additional flexibility in its health risk assessment capacity to sustain its current level of service through hiring of additional employees, ongoing training, review and analysis of health risk assessment activities, and the proactive development of new policies and guidelines, where appropriate.

Indicator: To be developed (TBD)
Target: To be developed (TBD)

Results achieved by non-Federal Partners (if applicable): N/A

Contact information:

Canadian Food Inspection Agency
Vance McEachern
Executive Director
Inspection Modernization
(613) 773-7031

or

Jennifer McLean
Project Manager
Inspection Modernization Office
(613) 773-7176

Health Canada
Amanda Whitfield
Senior Policy Analyst
Director General's Office, Food Directorate
(613) 948-2761

Name of Horizontal Initiative: Roadmap for Canada's Linguistic Duality 2008-13: Acting for the Future

Name of lead department(s): Canadian Heritage

Lead department program activity: Official Languages

Start date of the Horizontal Initiative: April 1, 2008

End date of the Horizontal Initiative: March 31, 2013

Total federal funding allocation (start to end date): $1,109.8 M

Description of the Horizontal Initiative (including funding agreement):
The Roadmap for Canada’s Linguistic Duality 2008-13: 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 share, express and appreciate their Canadian identity) and to the Government of Canada’s outcome (A diverse society that promotes linguistic duality and social inclusion).

Two of key components of the Roadmap are the implementation of an accountability framework and a coordinated government-wide approach to official languages. The Roadmap is a component of the Official Languages Program (OLP), 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(s):
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 official 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 official 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.
• 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 coordination of the implementation of the Roadmap. The Official Languages Secretariat (OLS) (Canadian Heritage) supports the Minister of Canadian Heritage and Official Languages in this implementation and is responsible for the coordination of the accountability of the Roadmap. The OLS especially gathers financial and non-financial information from the partners to present planning and reporting of the initiatives of the Roadmap.
This function of the OLS is established in the Horizontal Results-based Management and Accountability Framework which also presents 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 the implementation of the Roadmap.
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.

Planning Highlights:
2012-13 is the last year of the Roadmap’s implementation. A number of initiatives, such as the “Youth Initiative” from Canadian Heritage, the Canadian Radio-television and Telecommunications Commission’s study and the “Expanding Universities' Access to Language Learning” initiative from the Canada School of Public Service, are already wrapped up, whereas a large number of other initiatives are on their way to completion.
As planned, in 2012-13, the individual summative evaluations of the Roadmap’s initiatives will be finalized. They are conducted separately by each partner’s evaluation unit. It is also planned that the horizontal summative evaluation of the Roadmap, started in 2012-13 by Canadian Heritage’s Office of the Chief Audit Evaluation Executive, will be finalized in 2012-13.
In 2012-13, preparing the follow-up to the Roadmap is continuing in order to support the development and linguistic vitality of official-language minority communities and the promotion of official languages.

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.

Federal Partner: Justice Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Justice, Policy, Legislation and Programs	Contraventions Act Fund Result for the 2008-13 Roadmap: Improved capacity to carry on judicial activities and to deliver extrajudicial services related to federal contraventions in both official languages.	$47.46 M	$9.5 M

Expected Results for 2012-13:
Continued and increased access to justice services in both official languages through the implementation of the Contraventions Act in Newfoundland and Labrador and Saskatchewan.

Federal Partner: Justice Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Internal Services	Contraventions Act Fund	$1.92 M	$0.4 M

Expected Results for 2012-13:
Non applicable.

Federal Partner: Justice Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Justice, Policy, Legislation and Programs	Initiative of support to access to justice in both languages (new component: justice training) Result for the 2008-13 Roadmap: Increased capacity of partners and the Department to implement solutions relating to access to justice in both official languages.	$38.02 M	$8.7 M

Expected Results for 2012-13:
Implementation of the pan-Canadian study on justice training needs in both official languages by, notably, investing in training in legal French for Provincial Court Judges, who deal with 99% of proceedings in criminal matters and by widening the training offered to other stakeholders working in the justice system.
Better access to justice services in both official languages by increasing the capacity of the justice system and its stakeholders to offer services in both official languages by supporting projects that will result in direct services to the people, such as, the Association des juristes d’expression française de l’Ontario (AJEFO)’s project “CliquezJustice.ca”, projects from Éducaloi and proximity services offered by other partners.

Federal Partner: Justice Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Internal Services	Initiative of support to access to justice in both languages (new component: justice training)	$1.89 M	$0.4 M

Expected Results for 2012-13:
Non applicable.

Immediate Outcome 1.2: Continued and improved access to health services in both official languages.

Federal Partner: Health Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Canadian Health System Official- language minority community development	Training, Networks and Access to Health Services Results for the 2008-13 Roadmap: 1) Increased number of health professionals to meet health service needs of official-language minority communities in both official languages. 2) Increased coordination and integration of health services for official-language minority communities 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 official-language minority communities. 5) Increased dissemination and uptake of knowledge best practices to address health concerns of official-language minority communities.	$174.3 M	$39.6 M

Expected Results for 2012-13:
In 2012-13, Health Canada will manage 26 funding agreements that were initiated with community-based stakeholders in 2009-10. These agreements, amounting to $38.3 M in 2012-13, will all conclude in March 2013 and support the following activities:
- Health Networking: $5.0 M;
- Training and Retention of Health Professionals: $24.5 M;
- Official Languages Health Projects for English and French linguistic minority communities: $8.8 M.
During 2012-13, Health Canada will complete a summative evaluation of its Official Languages Health Contribution Program that will assess its relevance and performance (effectiveness, efficiency and economy) as required by the Federal Accountability Act and by the 2009 Government of Canada Policy on Evaluation.

Immediate Outcome 1.3: Improved social and economic development of official‑language minority communities.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Official Languages	Minority-Language Education – Component: Support to Second-Language and Minority-Language Education Result for the 2008-13 Roadmap: Increased access of official-language minority communities to quality education in their language in their milieu.	$280.0 M	$56.0 M

Expected Results for 2012-13:
Maintain investments levels to provinces and territories for programs and activities that promote access to a minority language education.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Official Languages	Minority-Language Education – Component: Official-language Monitors Result for the 2008-13 Roadmap: Improved access of official-language minority communities to a quality education in their language and milieu.	$5.2 M	$1.0 M

Expected Results for 2012-13:
Maintain investments in the Odyssée program which allows students to work as language assistants in minority-language schools.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Official Languages	Minority-Language Education – Component: Summer Language Bursaries Result for the 2008-13 Roadmap: Improved access of official-language minority communities to a first-rate education in their language in their environment.	$1.7 M	$0.3 M

Expected Results for 2012-13:
Support the Destination Clic program to maintain its yearly enrolment. This program helps young francophones outside Quebec enrich their first language while discovering new communities in Canada.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Official Languages	Community vitality – Component: Youth Initiatives Results for the 2008-13 Roadmap: 1) More young Canadians have a practical knowledge of their second language. 2) Increased capacity of official-language minority communities to live in their own language in their milieu and increased access to a range of programs and services delivered in their language (especially for youth).	$10.5 M	Non applicable

Expected Results for 2012-13:
Nothing in 2012-13. The initiative was for 2009-10 only.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Official Languages	Community vitality – Component: Support to Official-language Minority Communities Result for the 2008-13 Roadmap: Improved capacity of official-language minority communities 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

Expected Results for 2012-13:
Continued investment in the creation, improvement and delivery of activities and services intended for official language minority communities to promote a sense of belonging within the communities.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Official Languages	Community vitality – Component: Intergovernmental Cooperation Result for the 2008-13 Roadmap: Increased access of official-language minority communities to provincial, territorial and municipal services in the minority language.	$22.5 M	$4.5 M

Expected Results for 2012-13:
Continued investment in federal-provincial / territorial agreements on minority-language services.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Official Languages	Community vitality –Component: Cultural Development Funds Results for the 2008-13 Roadmap: 1) Increased access to provincial, territorial and municipal services in the minority language. 2) Increased capacity of official-language minority communities 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

Expected Results for 2012-13:
Continue to support cultural projects to strengthen the cultural and artistic activities and cultural expression of official-language minority communities.

Federal Partner: Human Resources and Skills Development Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Social Development	Strengthening Non Governmental Organizations’ means for Early Childhood Development Result for the 2008-13 Roadmap: The capacity of Non Governmental Organizations working in the area of early childhood in minority environments will be increased.	$4.0 M	$0.8 M

Expected Results for 2012-13:
The implemented National Framework for Collaboration on Early Childhood Development in Minority Francophone Communities in Canada will be firmly entrenched through continued facilitation and coordinating activities to enhance collaboration and networking of official-language minority communities.
Further, there will be:
- Final refinement of Early Childhood Development tools, completed through feedback received in the evaluation and from users of the tools;
- Development of a sustainability plan to continue the work in communities beyond the funding period.

Federal Partner: Human Resources and Skills Development Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Skills and Employment	Family Literacy Initiative Result for the 2008-13 Roadmap: Community stakeholders can act in the area of family literacy, and tools and support are available and used by those members of official-language minority communities that need them.	$7.5 M	$1.8 M

Expected Results for 2012-13:
Results of eleven research projects will be available. These projects are to identify literacy needs and specific tools required for targeted groups such as Francophone immigrant women living in remote communities, parents from Francophone military families, exogamous families, new parents, parents with precarious situations living in rural and urban environments, grand-parents, seasonal workers, fathers, immigrants and refugees.
Eleven new family literacy models will be developed and piloted with the targeted groups.
The creation of eleven new partnerships with various provincial and territorial stakeholders to increase networking and knowledge sharing.
Evaluation tools and frameworks will be developed and utilized to report on results through the pilot projects.

Federal Partner: Human Resources and Skills Development Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Social Development	Child Care Pilot Project Result for the 2008-13 Roadmap: New knowledge on child care services for minority Francophone communities.	$13.5 M	$2.7 M A portion of the 2012-13 money could be spent on other research projects to better understand issues relating to official- language minority communities

Expected Results for 2012-13:
Research reports on the impact of the French-language preschool program on the development and readiness to learn of children, one year and two years after the end of the preschool program, will be completed.
The last data collection activities (evaluations of children and surveys of parents) will be undertaken to measure the impacts of the program.
Under the Program for the International Assessment of Adult Competencies (PIAAC), there will be an oversampling of official language minority communities to have a better comprehension of how individuals of official language minority communities are ready to face the challenges of the knowledge economy.

Federal Partner: Citizenship and Immigration Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Settlement and Integration of Newcomers	Recruitment and integration of immigrants Result for the 2008-13 Roadmap: French-speaking immigrants obtain reinforced services of establishment in official-language minority communities.	$20.0 M	$4.5 M

Expected Results for 2012-13:
For 2012–13, Citizenship and Immigration Canada will maintain its existing activities in order to foster immigration to Francophone Minority Communities. In addition, Citizenship and Immigration Canada will consolidate its efforts in implementing the priorities of the Strategic Plan to Foster Immigration to Francophone Minority Communities.
More specifically, Citizenship and Immigration Canada will work towards:
- Increasing coordination, cooperation and research activities among the main stakeholders;
- Adopting a focused approach in supporting the vitality of Francophone Minority Communities through immigration;
- Employment based promotion and recruitment activities;
- Maintaining enhanced settlement services (Enhanced planning / coordination via Local Immigration Partnerships / Réseaux en immigration francophone interface; Targeted services for French-speaking immigrants facing significant barriers);
- Delivering pre-arrival services for French-speaking immigrants;
- Use the evaluation’s recommendations to further support Francophone immigration to Francophone Minority Communities.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Official Languages Broadcasting Policy and Programs	Canadian Radio-Television Telecommunications Commission (CRTC) Study Results for the 2008-13 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 minority communities in Canada.	Non-monetary	Non applicable

Expected Results for 2012-13:
The report has been published.

Federal Partner: Atlantic Canada Opportunities Agency

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Community Development	Support to francophone immigration in New-Brunswick Result for the 2008-13 Roadmap: Enhanced capacity to support francophone immigration in New Brunswick.	$10.0 M	$5.3 M

Expected Results for 2012-13:
To maintain support for Francophone Immigration in New Brunswick through:
- Project funding for the Population Growth Division;
- Project support of the four immigration welcoming centers;
- Delivery of Outreach activities in the community.

Federal Partner: Industry Canada – FedNor, and Industry Canada – Federal Economic Development Agency for Southern Ontario (FedDev Ontario)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Community, Economic and Regional Development (of Ontario)	Economic Development Initiative Results for the 2008-13 Roadmap: 1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses. 2) Greater understanding of the economic issues of official-language minority communities.	$10.5 M	$0.6 M $0.4 M $0.6 M

Expected Results for 2012-13:
Industry Canada(FedNor) (13 projects):
- Official language minority communities businesses in northern Ontario attract investors;
- Official language minority communities businesses in northern Ontario create jobs.

Industry Canada:
- Funding of and participation in research and analysis projects related to official language minority communities’ economic development.

FedDev Ontario:
In 2012-13, FedDev Ontario will continue to support official-language minority communities in southern Ontario through all of its programming, but especially through the Economic Development Initiative. With respect to the Economic Development Initiative, FedDev Ontario will be targeting its efforts in three key areas:
- Support Francophone youth to work in their home communities;
- Provide tailored business counselling to Francophone businesses (especially in the larger urban centres);
- Provide micro loans to Francophone businesses.

Federal Partner: Canadian Northern Economic Development Agency (CanNor)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Northern Economy	Economic Development Initiative Result for the 2008-13 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

Expected Results for 2012-13:
Funding is expected to be allocated via a proposal-driven process in 2012-13.
This funding is expected to support the social and economic development of official-language minority communities in the territories.

Federal Partner: Canadian Northern Economic Development Agency (CanNor)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Northern Economy	Economic Development Initiative Result for the 2008-13 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

Expected Results for 2012-13:
Funding is expected to be allocated via a proposal-driven process in 2012-13.
This funding is expected to support the social and economic development of official-language minority communities in the territories.

Federal Partner: Canada Economic Development for Quebec regions

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Community Development	Economic Development Initiative Results for the 2008-13 Roadmap: 1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses. 2) Greater understanding of the economic issues of official-language minority communities.	$10.2 M	$3.3 M (grants and contributions)

Expected Results for 2012-13:
In line with the Agency’s mandate, these projects must foster economic diversification or business growth. They may, for instance, be projects reinforcing:
- Local economic planning within a community;
- Community facilities that have an impact on economic development;
- Tourism;
- Entrepreneurship;
- Creation and development of Small and Medium Enterprises;
- International market development;
- Innovation and its commercialization;
- Value chain management (enhancement of productivity and production management).

Federal Partner: Western Economic Diversification Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Research and Analysis Community Economic Planning, Development and Adjustment Business Development and Entrepreneurship Innovation	Economic Development Initiative Results for the 2008-13 Roadmap: 1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses. 2) Greater understanding of the economic issues of official-language minority communities.	$3.2 M	$0.6 M

Expected Results for 2012-13:
Completion of two projects with the official-language minority communities in the Western provinces.

Federal Partner: Atlantic Canada Opportunities Agency

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Community Development	Economic Development Initiative Results for the 2008-13 Roadmap: 1) Development of new expertise through innovation, diversification of activities as well as partnerships and increased support of small businesses. 2) Greater understanding of the economic issues of official-language minority communities.	$6.2 M	$2.5 M

Expected Results for 2012-13:
Commit balance of funds available for Economic Development Initiative projects in Atlantic Canada.
Monitor projects to ensure that expenditures occur as planned.

Federal Partner: Human Resources and Skills Development Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Skills and Employment	Enabling Fund for Official-Language Minority Communities Results for the 2008-13 Roadmap: 1) Contribute to synergies among Government of Canada programming relevant to official-language minority communities; Contribution recipients are informed and contribute to knowledge building and program/policy issues; Knowledge shared among federal partners, contribution recipients and official-language minority communities. 2) Program results are available to inform management and program policy issues. 3) Official-language minority communities’ access to Government of Canada programs and services. 4) Collaborative arrangements.	$69.0 M	$13.8 M

Expected Results for 2012-13:
National Committees for economic development and employability continue to work together to promote the involvement of community partners and federal information sharing.
The Interdepartmental Research Committee on Economic Development of official-language minority communities (IRCCED) will continue the work of research coordination at the federal level (Official-language minority communities) in economic development by enabling federal departments to share and collaborate on these issues, while identifying priorities for future research.
Based on the results of the action research pilot project on the economic integration of Francophone immigrants, the Enabling Fund will explore the implementation of the next steps.
The Enabling Fund will continue to complement existing federal programs by creating favorable conditions for economic development and human resources and providing support to develop the capacities of official-language minority communities on leadership, governance and capacity for implementation.
The program will continue to improve its tools to standardize accountability of recipient organizations to realize the achievement of tangible results and maximize the information gathered.
In collaboration with the recipients of the Enabling Fund, the program will continue to implement the self-assessment tool on the community economic development capacity of official-language minority communities. The implementation will be an ongoing process over the coming years.
The program will conclude contribution agreements with fourteen official-language minority community organizations responsible for fostering community economic development and human resources. These agreements come into force on April 1st, 2012.

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.

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)	Planned Spending for 2012-13
Linguistic Management and Services	University Scholarships Program in Translation Result for the 2008-13 Roadmap: Scholarships help encourage students to pursue post-secondary studies in translation, interpretation and terminology.	$8.0 M	$2.8 M

Expected Results for 2012-13:
Continued increase in the number of students enrolled in a translation program in Canada.
Increase in the number of graduates from a translation program in Canada.

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)	Planned Spending for 2012-13
Linguistic Management and Services	Language Industry Initiative Result for the 2008-13 Roadmap: Funded projects help enhance the capacity, diversity and effectiveness of the language sector.	$10.0 M	$3.2 M

Expected Results for 2012-13:
Continued increase in the degree of participation of businesses and non-profit organizations in activities organized by those promoting projects for the Canadian language sector.
Increase in the number of internships for students enrolled in a translation program in Canada.
Increase in the number of translation service providers in Public Works and Government Services Canada supplier directory.

Federal Partner: Research Council of Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Interactive Languages Technologies	Languages Technologies Research Centre (LTRC) Results for the 2008-13 Roadmap: 1) Collaboration with key partners in the implementation of a Research & Development strategy responsive to industry needs. 2) Research competency in the target domains recognized globally. 3) Transfer of knowledge and technology.	$10.0 M	$2.0 M

Expected Results for 2012-13:
For result 1:
Number of collaborative agreements and memoranda of understanding: 2.
Number of innovative translation aid tools and content management tools for multilingual and multicultural content developed or in the process of development: 2.
3 seminars (Institute for Information Technology (IIT) / Language Technologies Research Centre (LTRC) / Language Industry Association (AILIA)) and 8 presentations at the national level.

For result 2:
Number of citations by peers from the scientific community: 290.
1 internal and 1 external award received from NRCC.
Number of invitation of Canadian and foreign researchers: 1.
Number of students at post-doctoral, doctoral and master's degree received / trained: 1.
Number of tasks on the editorial boards of journals, number of leadership roles in program committees of international conferences, number of reviews of articles for journals and scientific conferences:
- 5 scientific journal articles written;
- 1 management of a program committee or subcommittee of international conferences;
- 40 reviews of papers submitted to journals and scientific conferences.
Number of scientific articles, patents, and licensing of research:
- 15 scientific papers;
- 1 Patent Application;
- 1 Research licences.

For result 3:
Number and value of Research & Development collaborative agreements:
- Number of agreements: 2;
- Cumulative value: $350,000.
Number and value of commercial and technology evaluation licences:
- Number: 1;
- Cumulative revenues: $50,000.
Number of participations in exchange activities with partners and businesses (e.g. LTRC, AILIA, trade shows, etc.): Regular participation according to organized events (80% participation rate).
Number of pilot projects with institutional and industrial partners: 2.

Immediate Result 2.2: Improved knowledge and use of both official languages.

Federal Partner: Public Works and Governmental Services Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Linguistic Management and Services	Canada Language Portal Result for 2008-13 Roadmap: Canadians have better access to quality language resources in both official languages.	$16.0 M	$3.4 M

Expected Results for 2012-13:
Develop new games, articles and headlines for the “Magazine” section of the Portal.
Include new language tools in the “Collection” section of the Portal.
Conclude co‑operation agreements with Canadian organizations on enhancing the Portal.
Add hyperlinks to external on‑line linguistic resources.

Federal Partner: Canada School of Public Service

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Foundational learning Official Languages Learning Language retention services	Expanding Universities’ Access to Language Learning Result for the 2008-13 Roadmap: Increased access to language training products to Canadians through new partnerships with Canadian universities.	$2.5 M	Non applicable

Expected Results for 2012-13:
Nothing in 2012-13. Pilot ends on March 31, 2012.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Official Languages	Learning of a Second Language – Component: Support to Second-Language and Minority-Language Education Result for the 2008-13 Roadmap: Increased access of official-language minority communities to quality education in their language in their milieu.	$190.0 M	$38.0 M

Expected Results for 2012-13:
Maintain investments to provinces and territories for 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.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Official Languages	Learning of a Second Language – Component: Summer Language Bursaries Result for the 2008-13 Roadmap: Improved access of official-language minority communities to a first-rate education in their language in their environment.	$38.3 M	$7.7 M

Expected Results for 2012-13:
Ensure that bursary holders benefit entirely from of the Explore program. This program offers a cultural exchange that helps students perfect their understanding and competencies of their second official language.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Official Languages	Learning of a Second Language – Component: Official-language Monitors Result for the 2008-13 Roadmap: More Canadians have a practical knowledge of both official languages.	$14.8 M	$3.0 M

Expected Results for 2012-13:
Ensure the number of participants in the Odyssée program is maintained. This program allows students to work as Second language assistants in classrooms across the country.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Official Languages	Youth Initiatives – Promotion of the linguistic duality Result for the 2008-13 Roadmap: More young Canadians have a practical knowledge of their second language.	$2.0 M	Non applicable

Expected Results for 2012-13:
Nothing in 2012-13. The initiative was for 2009-10 only.

Immediate Result 2.3: Improved access to cultural expressions of both linguistic groups.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Cultural Industries	National Translation Program for Book Publishing Result for the 2008-13 Roadmap: Improved access to cultural expressions of both linguistic groups.	$5.0 M	$1.0 M

Expected Results for 2012-13:
Funding is allocated to book publishers for eligible translations.
Official language translations of books by Canadian authors are undertaken with support from the National Translation Program for Book Publishing.

Federal Partner: Canadian Heritage

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Cultural Industries	Musical Showcase Program for Artists from Official-language Communities Result for the 2008-13 Roadmap: Improved access to cultural expressions of both linguistic groups.	$4.5 M	$1.0 M

Expected Results for 2012-13:
Music showcases are organized and presented.
Artists from official-language minority communities perform at these showcases.
Artists from official-language minority communities are exposed to a larger audience.
Official-language minority communities have access to more music showcases in their language.

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).

Federal Partner: Justice Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Legal Services to Government	Accountability and Coordination Framework Result for the 2008-13 Roadmap: Support to ministers with statutory or sectoral responsibilities for official languages and to work with them.	$2.18 M	$0.4 M

Expected Results for 2012-13:
Continue training and awareness activities in order to increase knowledge of language rights.
Continue providing high quality and useful legal advice to partners.
Continue monitoring official language issues that could affect the federal government.

Federal Partner: Justice Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Internal Services	Accountability and Coordination Framework	$0.15 M	$0.03 M

Expected Results for 2012-13:
Non applicable.

Federal Partner: Canadian Heritage (Official Languages Secretariat)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Official Languages	Accountability and Coordination Framework Results for the 2008-13 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	$1.7 M

Expected Results for 2012-13:
Support to Minister responsible for Official Languages and senior officials in elaborating timely documentation and in insisting on quality assurance of given information and strategic advice.
Conclusion of 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.
Preparing the follow-up to the Roadmap.

Immediate Result 3.2: Reinforced linguistic duality in federal public service.

Federal Partner: Office of the Chief Human Resources Officer ¹

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Human Resources Management – Establishing Directions	Centre of excellence Result for the 2008-13 Roadmap: Linguistic duality is reinforced in the federal public service.	$17.0 M	$3.4 M

Expected Results for 2012-13:
Finalization of the review of official languages policy instruments in order to harmonize them with the human resources management regime currently in place.
Elaboration of a streamlined and coordinated data and information collection approach for Treasury Board Secretariat and the department of Canadian Heritage.
Support for the development and review of policy instruments from other policy centres for everything related to official languages.
Production of policy interpretations on horizontal issues.
Follow-up on the state of official languages in institutions subject to the Official Languages Act as part of the official languages risk-based annual review exercise.
An assessment of the status of official languages in institutions subject to the Management Accountability Framework.
An Annual Report on Official Languages to Parliament that provides a portrait of the Official Languages Program.
Follow-up on the preparation of the Regulations re-application exercise based on the upcoming 10-year census data (the data will be known in October 2012).
Finalization of the Regulations Management System.

Federal Partner: Office of the Chief Human Resources Officer

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Human Resources Management – Enabling Infrastructure

Expected Results for 2012-13:
Horizontal support for institutions through two Official Languages Advisory Committees, the Network of Official Languages Champions, the Annual Conference of Official Languages Champions and the Best Practices Forum, as well as tools facilitating the management of official languages in institutions.

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2012-13
$ 1,109.8 M	$ 233.03 M

Results to be achieved by non-federal partners (if applicable): Non applicable.

Contact information: Isabelle Delage (819) 997-0622

¹ In February 2009, the Office of the Chief Human Resources Officer has been created. It aggregates the Canada Public Service Agency and some parts of Treasury Board Secretariat related to compensation and human resources.

Name of horizontal initiative: Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime

Name of lead department(s): Department of Finance Canada

Lead department program activity: Economic and Fiscal Policy Framework

Start date of the horizontal initiative: June 2000

End date of the horizontal initiative: Ongoing

Total federal funding allocation (start to end date): $690.6 million†

Description of the Horizontal Initiative (including funding agreement): Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime had its origins in 2000 when the National Initiative to Combat Money Laundering (NICML) was established as part of the government's ongoing efforts 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 (FINTRAC) 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.

Also in 2001, the NICML was expanded and its name was formally changed to “Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime.” In December 2006, Bill C-25 amended the Proceeds of Crime (Money Laundering) and Terrorist Financing Act to further align Canada's legislation with international anti-money laundering and anti-terrorist financing standards as set out by the Financial Action Task Force, and respond to areas of domestic risk. The amendments included 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, 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, and the Department of Foreign Affairs and International Trade. 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 also chairs a Public/Private Sector Advisory Committee. This broad-based advisory committee is composed of both public and private sector representatives who provide general guidance for Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime.

Planning highlights: The priorities for Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime partners will continue to focus on the following key objectives: detecting, deterring and preventing money laundering and terrorist financing and facilitating the investigation and prosecution of money laundering and terrorist financing offences. Each partner plays a key role in the Regime, and a coordinated effort is a priority.

Federal partner: Department of Finance Canada

Federal Partner Program Activity	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012–13
Financial Sector Policy	Policy Development and Oversight of Anti-Money Laundering and Anti-Terrorist Financing Regime	3.9	0.3
Total		3.9	0.3

Expected results by program:

The Department of Finance Canada will continue its effective oversight of Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime. The Department will also focus on the following areas:

• Monitoring the financial sector for money laundering and terrorist financing risks and other emerging illicit financing risks;
  
• Participating in strategic domestic and international policy development activities that support the government’s commitments to the Regime, including continuing work with respect to proposed amendments to the Proceeds of Crime (Money Laundering) and Terrorist Financing Regulations on ascertaining identity;
  
• Working to address the recommendations from the 10-year Treasury Board-mandated evaluation of the Regime;
• Heading the Canadian delegation to participate as an active member in the Financial Action Task Force and the Asia/Pacific Group on Money Laundering, as a Cooperative and Supporting Nation to the Caribbean Financial Action Task Force, and as an observer on the Financial Action Task Force of South America Against Money Laundering;
  
• Implementing the Budget 2010 measure related to counter-measures to tackle illicit financing;
• Assessing the findings of the five-year Parliamentary Review of the Proceeds of Crime (Money Laundering) and Terrorist Financing Act; and
• Continued participation in horizontal initiatives related to national security led by Public Safety Canada.

Federal Partner: Department of Justice Canada

Federal Partner Program Activity	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012–13
Justice policies, laws and programs	Criminal Law Policy Section (CLPS) and International Assistance Group (IAG)	7.3	0.1
Total		7.3	0.1

Expected results by program:

The International Assistance Group (IAG) and the Criminal Law Policy Section (CLPS) of the Department of Justice Canada (which is part of the Justice Litigation Branch) play a significant role in the Anti-Money Laundering and Anti-Terrorist Financing Regime. For 2011–12, it is anticipated that the IAG and the CLPS will use the resources they receive to carry out work related to the Financial Action Task Force (FATF), including attending FATF-related international meetings and providing advice in relation to FATF to Canadian Regime partners. These tasks may include support and attendance of the meetings of the subgroups of the FATF, for example, the Working Group on Evaluation and Implementation, and FATF-Style Regional Bodies, including the Caribbean Financial Action Task Force and the “GAFISUD,” the Financial Action Task Force body of South America Against Money Laundering. Resources will also be allocated to ensure that the CLPS’s continued involvement in policy development relating to money laundering and terrorist financing. Finally, the Human Rights Law Section will continue to participate, as required, with respect to constitutional issues raised in relation to proposed amendments or in the course of prosecutions.

Federal Partner: Public Prosecution Service of Canada

Federal Partner Program Activity	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012–13
Drug, Criminal Code and terrorism prosecution program	Drug, Criminal Code and terrorism prosecution program	16.1	2.3
Total		16.1	2.3

Expected results by program:

For 2012–13, the Public Prosecution Service of Canada (PPSC) will continue to provide legal advice and support to the Royal Canadian Mounted Police and other law enforcement agencies over the course of investigations related to the proceeds of crime, money laundering and terrorist financing provisions of the Criminal Code as well as the Proceeds of Crime (Money Laundering) and Terrorist Financing Act, and to undertake prosecutions that arise out of those investigations. In addition, the PPSC will continue to provide Regime-related training to law enforcement personnel and prosecutors, and to support policy development and coordination. Finally, the PPSC will support the work of the Financial Action Task Force, as required.

Federal Partner: The Financial Transactions and Reports Analysis Centre of Canada

Federal Partner Program Activity	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012–13
Financial Intelligence Program	Financial Intelligence Program		24.0
Compliance Program	Compliance Program		24.0
Total		403.6	48.0

Expected results by program:

Financial Intelligence Program

The Financial Transactions and Reports Analysis Centre of Canada’s (FINTRAC’s) Financial Intelligence Program produces trusted and valued financial intelligence products, including tactical case disclosures on suspected money laundering, terrorist activity financing and other threats to the security of Canada, as well as strategic intelligence such as money laundering and terrorist financing trends reports, country and group-based financial intelligence assessments, and vulnerability assessments of emerging financial technologies or services. The program’s products are relied on and sought after by Canadian law enforcement at the federal, provincial and municipal levels, by counterpart agencies and domestic and international intelligence bodies, and by policy and decision makers working to identify emerging issues and vulnerabilities in the Anti-Money Laundering and Anti-Terrorist Financing Regime.

In 2012–13, FINTRAC will continue to provide its partners, policy makers and other interested parties with timely and relevant financial intelligence products that contribute to the public safety of Canadians, and will strive to disrupt the ability of criminals and terrorist groups that seek to abuse Canada’s financial system while reducing the profit incentive of organized crime.

Compliance Program

As part of Canada’s Anti-Money Laundering and Anti-Terrorist Financing Regime, FINTRAC seeks to counter money laundering and terrorist financing by improving the compliance behaviours of reporting entities with obligations under Part 1 of the Proceeds of Crime (Money Laundering) and Terrorist Financing Act and related regulations, which include obligations for reporting, record keeping, identity verification and other requirements.

For 2012–13, FINTRAC will continue to use a risk-based approach to ensure that non-compliance with legislative obligations among reporting entities is detected and addressed through reporting and compliance assessments, as well as ensuring that reporting entities receive timely and accurate responses to their inquiries for information.

Federal Partner: Royal Canadian Mounted Police

Federal Partner Program Activity	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012–13
Federal policing	Money Laundering Units	87.2	7.0
	Anti-Terrorist Financing Units Regime	37.6	5.0
Public Works and Government Services Canada accommodations		3.9	0.6
Total		128.7	12.6

Expected results by program:

Money Laundering Units

In 2012, the Royal Canadian Mounted Police will realign its Anti-Money Laundering Teams to high-risk locations identified by national threat assessments. These realigned resources will be based in Ottawa, Calgary, Montreal, Vancouver and Toronto and will use financial criminal intelligence to initiate, based on priority, major projects and investigations.

Anti-Terrorist Financing Units

Through the gathering and analysis of financial intelligence, the Anti-Terrorist Financing team will focus on converting financial criminal intelligence into proactive investigations for the Anti-Terrorist Financial Investigative Units, thus enhancing the ability to detect and deter terrorist financing activities. The Anti-Terrorist Financing team will continue to work closely with domestic partners to further criminal investigations of terrorist financing and will participate and contribute to international forums such as the Financial Action Task Force and international law-enforcement working groups on terrorist financing.

Federal Partner: Canada Revenue Agency

Federal Partner Program Activity	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012–13
Special Enforcement Program (SEP)	Canada's Anti-Money Laundering and Anti-Terrorist Financing Regime	28.2	2.2
Charities – Public Safety and Anti-Terrorism	Combatting Terrorist Resourcing Through Charities	20.5	4.4
Total		48.7	6.6

Expected results by program:

Special Enforcement Program

The Canada Revenue Agency (CRA) is focusing on the following three key areas: participating in committees and initiatives that aim to manage and strengthen Canada’s Anti-Money Laundering and Anti-Terrorist Financing Regime; continuing to enhance operational relationships with the Financial Transactions and Reports Analysis Centre of Canada (FINTRAC) and other Regime partners; and conducting analysis related to money laundering and tax avoidance and evasion, which includes conducting compliance action focused on individuals and entities that are participating in money laundering and terrorist financing activities.

In 2012–13, the Special Enforcement Program (SEP) will continue to process all disclosures from FINTRAC on a priority basis. The SEP will thoroughly review all disclosures received from FINTRAC and select for compliance actions those with identifiable tax and collection potential. The projected number of audits will remain at 90 cases, with a projected federal tax recovery of $9,000,000.  Given the complexity of the files received from FINTRAC, the lengthy amount of time required to complete these cases and the fact that the number of referrals continues to increase, the number of audits SEP can complete in 2012–13 may be impacted. These factors will also potentially impact the federal tax recovery for these cases.

Information will be gathered from the FINTRAC disclosures and resulting compliance actions for intelligence purposes in an effort to identify trends that could positively impact the quality and success of future compliance actions.

Charities – Public Safety and Anti-Terrorism

The CRA has responsibility for administering the registration system for charities under the Income Tax Act. 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. The 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 agencies. Under these authorities, intelligence provided to the CRA assists in its mandate to protect the integrity of the registration system for charities and information disclosed by the CRA can be used for investigative purposes. In 2011–12, the CRA will continue to consolidate its capacity to identify and respond to cases involving possible links to terrorism by implementing new systems to support decisions, refining risk management tools, developing a privacy management framework and bringing regulatory actions to the attention of Canadians.

Federal Partner: Canada Border Services Agency

Federal Partner Program Activity	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012–13
Risk assessment	Anti-Money Laundering and Anti-Terrorist Financing Regime		1.5
Admissibility determination	Anti-Money Laundering and Anti-Terrorist Financing Regime		4.6
Internal services	Anti-Money Laundering and Anti-Terrorist Financing Regime		1.6
Total		89.8	7.7

Expected results by program:

Risk Assessment

• Continue to be involved in tactical and strategic analysis and assessments of intelligence related to money laundering and terrorist financing activities.
• Participate in the exchange of currency seizure information to assist in the investigation or prosecution of money laundering and terrorist financing activity offences with the U.S. Immigration and Customs Enforcement and the U.S. Customs and Border Protection.
• Participate in joint forces operations with the Royal Canadian Mounted Police and other government departments. Several specific operations exemplify the high level of cooperation between Regime partners and related international agencies.

Admissibility Determinations

• Border services officers (BSOs) maintain the responsibility to enforce the physical cross-border reporting obligation, including the examination of baggage and conveyances, and to question and search individuals for unreported or falsely reported currency and monetary instruments.
• BSOs continue to seize currency and monetary instruments that have not been reported and that are greater than the reporting threshold. Seized non-reported currency and monetary instruments are forfeited with no terms of release when BSOs suspect that the seized currency or monetary instruments are proceeds of crime or funds for use in terrorist financing activities. In all other instances, the seized amount will be returned upon payment of a penalty. BSOs are trained to recognize various monetary instruments and potential instances of non-compliance.
• Dedicated Cross-Border Currency Reporting Teams will continue to be an integral part of the Canada Border Services Agency’s outbound enforcement effort.
• The Currency Detector Dogs Service will continue to play an important role in the detection of unreported currency that may be related to money laundering or terrorist financing.

Internal Services

• Provide functional direction to the regions regarding the administration and enforcement of Part 2 of the Proceeds of Crime (Money Laundering) and Terrorist Financing Act.
• Provide critical strategic planning, priority setting and coordination for the Cross-Border Currency Reporting Program.
• Continue to work closely with other key government departments on matters related to money laundering and terrorist financing.
• Continue to be involved in international conferences and workshops that require the presence of cross-border law enforcement expertise.

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2012–13
$698.1 million†	$77.6 million

† Certain organizations that are partners in Canada’s Anti-Money Laundering and Anti-Terrorist Financing Regime are exempt from reporting; therefore, the figures presented in the table may not add up to the total amount allocated.

Results to be achieved by non-federal partners (if applicable): Non applicable

Contact information:

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

Name of Horizontal Initiative: National Anti-Drug Strategy

Name of lead department(s): Department of Justice Canada

Lead department program activity: Stewardship of the Canadian Legal Framework

Start date of the Horizontal Initiative: 2012-13¹

End date of the Horizontal Initiative: 2016-17 and Ongoing

Total federal funding allocation (start to end date)²: $527.8 M

Description of the Horizontal Initiative (including funding agreement):

The National Anti-Drug Strategy (NADS) 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 & 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.

Planning Highlights:

For 2012-13, the 12 federal partner departments and agencies involved in the National Anti-Drug Strategy will continue to 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. In response to the recommendations from the Strategy's impact evaluation, Strategy partners will devise new ways to disseminate knowledge, improve communication among the three Action Plans, review the governance structure, and develop a Performance Measurement Strategy. In addition, since Bill C-10 has received Royal Assent, the Strategy partners involved in responding to the impact of mandatory minimum penalties for serious drug offences are now able to access funds which had been set aside in a frozen allotment.

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

Federal Partner: Department of Justice Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)		Expected Results
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
A1 – Stewardship of the Canadian Legal Framework	a. Drug Treatment Courts	$18.2 M	$3.6 M	Link 1
	b. Youth Justice Fund (Treatment Action Plan)	$7.9 M	$1.6 M	Link 2
	c. Justice Canada Lead Role for the National Anti-Drug Strategy	$1.2 M	$0.2 M	Link 3
C1 – Internal Services	d. Justice Canada Lead Role for the National Anti-Drug Strategy	$1.1 M	$0.2 M
	e. National Anti-Drug Strategy	$0.2 M	$0.0 M	Support programs
Total		$28.5 M	$5.7 M

*Note: Amounts include Employee Benefit Plan (EBP) premiums and exclude Accommodation premiums

Link 1:

Reduced drug substances relapse among drug treatment court clients.

Link 2:

• 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 & Program Enhancements
• Enhanced capacity to plan/ deliver a range of treatment services & programs to targeted populations

Intermediate Outcomes:

• Increased availability of & access to effective treatment services & programs for targeted populations in areas of need
• Improved treatment systems, programs & services to address illicit drug dependency in targeted populations in areas of need

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;
• leading and coordinating all NADS communications activities; and
• taking lead responsibility for accountability, evaluation and performance reporting.

Federal Partner: Health Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)		Expected Results
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
3.4.3 Controlled Substances	b. Drug Strategy Community Initiatives Fund (DSCIF) (Prevention Action Plan)	$57.5 M	$11.5 M	Link 1
3.4 Substance Use and Abuse	c. Drug Treatment Funding Program (DTFP) (Treatment Action Plan)	$80.4 M	$27.6 M	Link 2
3.1.1.2 First Nations and Inuit Mental Health and Addictions	d. National Native Alcohol and Drug Abuse Program (NNADAP) (Treatment Action Plan)	$45.5 M	$9.1 M	Link 3
3.4.3 Controlled Substances	e. Office of Controlled Substances (Enforcement Action Plan)	$25.5 M	$5.1 M	Link 4
	f. Drug Analysis Services (Enforcement Action Plan)	$17.0 M	$3.4 M	Link 5
		$4.5 M3	$0.9 M3
Total		$230.4 M	$57.6 M

*Note: Amounts include EBP premiums and Accommodation premiums

Link 1:

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 behaviors 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 2:

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 3:

First Nations and Inuit Health Branch (FNIHB) plans to increase the availability of and access to effective treatment services and programs for First Nations and Inuit populations in areas of need. 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 First Nations and Inuit populations in areas of need. The progress of this plan will be measured by:

• the proportion of treatment facilities accredited;
• the proportion of addictions counsellors in treatment centres who are certified;
• the changes in stakeholder perceptions regarding the extent to which treatment services have been improved in Strategy-supported investment areas; and
• the types of collaborative/partnerships with Aboriginal organizations to strengthen systems, programs and services.

Link 4:

The Office of Controlled Substances (OCS) plans to reduce the risk of diversion of precursor chemicals by using Strategy funding to improve processes for the issuance of precursor licenses and permits. This will include reviewing and streamlining guidance provided to regulated parties involved in carrying out activities with precursor chemicals, and to law enforcement regarding the application for authorization to dispose of seized controlled substances. The OCS will also strengthen the inspection program through the development of a quality assurance component to ensure consistency in inspections across the country. This includes the development of standardized tools with a national scope (ie. policies, directives, inspection reports, monitoring letters and standard operating procedures etc.). This framework will contribute to increased capacity in the control and monitoring of controlled substances and precursor chemicals. It will also include improving the tools used to record losses and thefts reported to the OCS by regulated parties.

Link 5:

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 police response/court. Drug Analysis Services 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.

Federal Partner: Canadian Institutes of Health Research

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)		Expected Results
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
1.4 Health and Health Services Advances	Research on Drug Treatment Model (Treatment Action Plan)	$4.9 M	$1.0M	Link 1
Total		$4.9 M	$1.0 M

*Note: Amounts exclude EBP and Accommodation premiums

Link 1:

Continue to improve the state of knowledge and its translation with respect to treatment and understanding of the consequences of illicit drug use.

To address this, the Canadian Institutes of Health Research (CIHR) is continuing in 2012-13 the funding of the Three teams, which were funded in 2008-2009 for five years. Funding is continuing in 2012-13 for the following objectives:

• to generate high-quality research that addresses an important health and disease, health care or health system problem or issue which is best approached through a collaborative team;
• to provide superior research training and mentorship environments; and
• to produce new knowledge and the translation of research findings into improvements in the health of Canadians and the Canadian health care system.

CIHR will be launching a new Catalyst competition in 2012-13 as the first step to the development of a Canadian Intervention Research Network in Addiction in the following years of NADS funding. The objectives are:

• to facilitate team formation, as a first step towards the pursuit of more comprehensive funding opportunities by researchers and addiction treatment providers and to generate preliminary observations, data or knowledge demonstrating integrated approaches of research; and
• to generate high impact results and/or innovative research proposals, research tools, techniques, devices, inventions, or methodologies.

A third workshop for CIHR activities under NADS will be held in fall 2012. CIHR will be inviting the team grants to present their ongoing work, as well as the grantees from the current and previous catalyst and knowledge synthesis grants. The objectives of the meeting are:

• share current knowledge and research results;
• establish networking of researchers and partners (federal departments, provincial agencies, Non-governmental organizations [NGOs]); and
• identify knowledge translation opportunities and provide feedback to CIHR.

Following this meeting, CIHR will be preparing a report highlighting the activities of CIHR during the first five years of NADS funding.

Federal Partner: Department of Public Safety Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)		Expected Results
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
3. Law Enforcement	a. National Coordination of Efforts to Improve Intelligence, Knowledge, Management, Research, Evaluation (Enforcement Action Plan)	$3.9 M	$0.8 M	Link 1
5. Internal Services		$0.1 M	$0.0 M	Link 2
Total		$4.0 M	$0.8 M

*Note: Amounts include EBP premiums and Accommodation premiums

Link 1:

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

Link 2:

Support the work of the program by providing key corporate services.

Federal Partner: Royal Canadian Mounted Police

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)		Expected Results
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
1.1.2.7	a. Drug and Organized Crime Awareness Services (Prevention Action Plan)	$14.5 M	$2.9 M	Link 1
3.5.2 Community and Youth Programs	b. National Youth Intervention and Diversion Program (Treatment Action Plan)	$0.0 M	$0.0 M	Link 2
1.1.2.9	c. Marijuana and Clandestine Lab Teams/Proceeds of Crime (Enforcement Action Plan)	$112.5 M	$22.5 M	Link 3
Total		$127.0 M	$25.4 M

*Note: Amounts include EBP premiums and exclude Accommodation premiums of $0.5 M ongoing

Link 1:

Increase awareness of the impact drugs and organized crime have on communities and individuals by leveraging media outlets and public events to strengthen our messaging and reaching a broader base.

Enhance our organizational ability to provide first class prevention and awareness programs, by ensuring our training cadre possess the requisite level of facilitation and communication skills.

Link 2:

Item Sunset in 2011-12 – Pending Budget Announcement

Link 3:

Expanded international and national cooperation toward greater collaboration in conducting joint investigations with a particular focus on disrupting organized crime networks. Greater engagement of government and non government stakeholders, including community groups in combating and reducing the impact of clandestine labs.

Enhanced ability to detect and investigate clandestine labs through increased training of Royal Canadian Mounted Police (RCMP) employees.

Federal Partner: Correctional Service Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)		Expected Results
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
3.0 Community Supervision	Case Preparation and Supervision of provincial Offenders (Minimum Mandatory Penalties)	$30.5 M	$6.1 M	Link 1
Total		$30.5 M2	$6.1 M2

*Note: Amounts include EBP premiums and exclude Accommodation premiums

Link 1:

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

Federal Partner: Parole Board of Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)		Expected Results
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Conditional Release Decisions	Conditional Release Decisions (Minimum Mandatory Penalties)	$6.5 M	$1.3 M	Link 1
Conditional Release Decisions Openness and Accountability	Conditional Release Decisions Openness and Accountability (Minimum Mandatory Penalties)	$2.5 M	$0.5 M	Link 2
Internal Services	Internal Services	$2.0 M	$0.4 M	Support programs
Total		$11.0 M3	$2.2 M3

*Note: Amounts include EBP premiums and Accommodation premiums

Link 1:

This funding will provide the Parole Board of Canada (PBC) the capacity for effective management of its legislated responsibilities for parole decision-making for offenders in relation to the requirements of the new legislation. PBC will collect information and report on workloads and outcomes of parole for provincial offenders incarcerated a as result of new legislative provisions (e.g., the number and proportion of offenders who successfully complete their parole).

Link 2:

This funding will provide the PBC the capacity for provision of information and assistance to victims of crime, observers at hearings and individuals who seek access to decision registry in relation to the requirements of the new legislation. In a similar manner, PBC 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 PBC.

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

Federal Partner: Office of the Director of Public Prosecutions

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)		Expected Results
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
1.1 Drug, Criminal Code, and terrorism prosecution program	a. Prosecution and prosecution-related services (Enforcement Action Plan)	$17.0 M	$3.4 M	Link 1
	b. Prosecution of serious drug offences under the Controlled Drugs and Substances Act (CDSA) (Minimum Mandatory Penalties)	$41.5 M3	To be determined3	Link 2
2.1 Internal Services	Enforcement Action Plan	$2.5 M	$0.5 M
Total		$61.0 M	$3.9 M

*Note: Amounts include EBP and Accommodation premiums

Link 1:

Provision of pre-charge legal advice and litigation support, as well as prosecution of drug offences under the 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 Minimum Mandatory Penalties.

Federal Partner: Canada Border Services Agency

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)		Expected Results
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Risk Assessment	Intelligence Development & Field Support Division, Organized Crime & Contraband Section, Precursor Chemical Diversion, Analysis and Scientific Services (Enforcement Action Plan)	$9.9 M	$1.6 M	Link 1 Link 2 Link 3
Admissibility Determination			$0.4 M
Internal Services	Intelligence Development & Field Support Division, Organized Crime & Contraband Section, Precursor Chemical Diversion, Analysis and Scientific Services (Enforcement Action Plan)	$8.1 M	$1.6 M	Link 4
Total		18.0 M	$3.6 M

*Note: Amounts include EBP and Accommodation premiums

Link 1:

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

Link 2:

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

Link 3:

Continue to 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 4:

Continuation of additional sampling, analysis and increased use of mobile laboratory capabilities to assist in the detection of precursor chemicals at the ports of entry.

Federal Partner: Department of Foreign Affairs and International Trade

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)		Expected Results
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
1.2 Diplomacy and Advocacy	Annual Voluntary Contributions to the United Nations Office on Drugs and Crime (UNODC) and the Inter-American Drug Abuse Control Commission (CICAD) (Enforcement Action Plan)	$4.5 M	$0.9 M	Link 1 Link 2
Total		$4.5 M	$0.9 M

*Note: Amounts exclude EBP and Accommodation premiums

Link 1:

Improved capacity of UNODC to fulfill its mandate in their fight against illicit drugs and international crime at the global level.

Link 2:

Improved capacity of CICAD to fulfill its mandate in the fight against illicit drugs in the Americas.

Federal Partner: Canada Revenue Agency

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)		Expected Results
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
4 Reporting Compliance	Special Enforcement Program (Enforcement Action Plan)	$5.0 M	$1.0 M	Link 1
Total		$5.0 M	$1.0 M

*Note: Amounts include EBP and Accommodation premiums

Link 1:

Expected results for 2012-2013 fiscal year:

• 25 audits of taxpayers involved in production and distribution of illegal drugs resulting in (re)assessments of $3,000,000 of federal taxes.
• Leads for audits will result from referrals from the RCMP and other law enforcement agencies involved in enforcement activities of illegal drug use, production and distribution.
• Emphasis will be placed on intelligence-led, strategic file selection in an effort to reduce the profitability of illegal / criminal activities in this sector.

Federal Partner: Public Works and Government Services Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)		Expected Results
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
1.7 Specialized Programs and Services	Forensic Accounting Management Group (Enforcement Action Plan)	$3.0 M	$0.6 M	Link 1
Total		$3.0 M	$0.6 M

*Note: Amounts include EBP and Accommodation premiums

Link 1:

Increased operational capacity to provide 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 incentives for engaging in criminal activities.

Federal Partner: Financial Transactions and Analysis Centre of Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)		Expected Results
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
2004113 Detection and deterrence of money laundering and terrorist financing	Financial Transactions and Reports Analysis Centre of Canada (FINTRAC) (Enforcement Action Plan)	$0.0 M	$0.0 M	Link 1
Total		$0.0 M	$0.0 M

Link 1:

2012-2013 begins the period for which FINTRAC becomes an unfunded partner within the NADS Initiative. However, given the importance of the NADS Initiative, FINTRAC has internally reallocated resources to continue to work with law enforcement and intelligence agencies to ensure they receive financial intelligence related to drug production and distribution that is useful for further actions. This intelligence will be produced as FINTRAC will continue to closely align its financial intelligence products with the needs and priorities of our partners (as per FINTRAC's strategic priorities).

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2012-13
$527.8 M	$108.8 M

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

Contact information:

Jennifer Goldstone
A/Head, National Anti-Drug Strategy
Youth Justice and Strategic Initiatives Section
(613) 954-2864
Jennifer.Goldstone@justice.gc.ca

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: 2.1 Weather and environmental services for Canadians

Start date of the Horizontal Initiative: July 2003. There are no dedicated funds; this initiative is funded instead from the existing resources envelope (A-Base).

End date of the Horizontal Initiative: Ongoing

Total federal funding allocation (start to end date): Provided through the existing resources envelope (A-Base) and in-kind contributions from federal departments.

Description of the Horizontal Initiative (including funding agreement): The GEO seeks to implement the Global Earth Observation System of Systems (GEOSS) to 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 Natural Resources Canada will be able to better predict the future state of Planet Earth and better warn citizens of the onset of hazardous conditions. See the GEO website for more details: 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-level Federal Committee on Geomatics and Earth Observation (FCGEO), the DG-level Interdepartmental Coordinating Committee (ICC) and ad hoc working-level committees.

Planning Highlights: Work continues to establish working groups in the Prairies and the Rocky Mountains for better understanding of the water cycle and better predictions of drought, flood and water quality conditions. This is connected to efforts related to the Global Drought Monitoring Initiative. The GEO Plenary held in Istanbul Nov. 16–17 reaffirms the countries’ commitment to the GEOSS. At the plenary, Canada was elected to the GEO Executive Committee for the first time, providing an opportunity to enhance Canada’s leadership role in the GEO. In the coming years, Canada’s active participation will contribute to global efforts in the area of forest carbon tracking and the Joint Experiment for Crop Assessment and Monitoring (JECAM). In 2012, the Canadian Space Agency will assume the chairmanship of the Committee on Earth Observation  Satellites (CEOS). Canada also plays a key role in the GEO Monitoring and Evaluation Working Group, with EC providing a co-chair and AAFC providing expertise to the group performing the third GEO results evaluation. The interdepartmental ADM-level FCGEO steering committee was formed and is co-chaired by AAFC and NRC and is active in providing direction to make linkages with geomatics initiatives and explore the larger issue of data standard and sharing policies and principles.

Federal Partner:

Federal Partner Program Activity	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-2013
1. Environment Canada	Meteorological Service of Canada	N/A	In-kind contributions of $75K salary and $50K O&M from the existing resources envelope (A‑Base) $38K G&C
2. Natural Resources Canada	a. Earth Sciences Sector	$ not available	In kind – to be determined
	b. Canadian Forest Service	$ not available	In kind – to be determined
	c. Canadian Sensor for Remote Sensing	$ not available	In kind – to be determined
3. Agriculture and Agri-Food Canada	a. Science and Technology	$ not available	In kind – to be determined
	b. Prairie Farm Rehabilitation Administration and Environment	$ not available	In kind – to be determined
4. Canadian Space Agency	a. Earth Observations	$ not available	In kind – to be determined
5. Fisheries and Oceans Canada	a. Science & Technology	$ not available	In kind – to be determined
6. Health Canada	a. Radiation	$ not available	In kind – to be determined
7. Statistics Canada	a. Agriculture	$ not available	In kind – to be determined
8. Department of Foreign Affairs & International Trade	a. Environment	$ not available	In kind – to be determined

Expected Results: Participation in the GEO by Canadian departments is expected to have benefits in nine areas related to ecosystems, biodiversity, agriculture/forestry, energy production, human health, weather forecasting, climate forecasting, disaster risk reduction and water management. Coordinating open and full access to all available space-based and in-situ earth observations related to these areas will increase the amount and improve the quality of information available to decision and policy-makers at all levels of government and in industry, resulting in better predictions, identification of issues and adaptation and mitigation strategies and overall better management of these areas.

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2012-2013
$ not available	$ to be determined

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

Contact information:
Danielle Lacasse
Director General, Business Policy Directorate
Meteorological Service of Canada
Environment Canada

Name of Horizontal Initiative: The Federal Contaminated Sites Action Plan (FCSAP), approved March 2005 (followed from the 2-year Federal Contaminated Sites Accelerated Action Plan (FCSAAP)).

Name of lead department(s): Environment Canada and Treasury Board of Canada Secretariat (TBS).

Lead department program activity: Threats to Canadians and their environment from pollution are minimized (EC); Management Policy Development and Oversight (TBS).

Start date of the Horizontal Initiative: FCSAP was approved in 2005, with funding of $3.5 billion over 15 years. The first phase of the program ended March 31, 2011. The second phase of the program has been approved, and will run through to March 31, 2016.

End date of the Horizontal Initiative: FCSAP is expected to continue for 15 years to March 31, 2020. However, the current policy approval for the second phase ends March 31, 2016.

Total federal funding allocation (start to end date): $2,737.5 million (including PWGSC accommodations charges) to March 31, 2016.

Description of the Horizontal Initiative (including funding agreement): The Federal Contaminated Sites Action Plan (FCSAP) provides a long-term mechanism to address federal contaminated sites presenting the highest human health and ecological risks. At the end of March 2011, federal contaminated sites represented a financial liability of approximately $4.354 billion. Although responsibility for the actual management and remediation of federal contaminated sites rests with responsible custodial departments, the overall program is administered jointly by Environment Canada and the Treasury Board of Canada Secretariat.

Shared outcome(s): Reduce federal financial liability and risks to human health and the environment, including fish habitat. Increase public confidence in the overall management of federal real property through the effective risk management or remediation of individual federal contaminated sites.

Governance structure(s): The Federal Contaminated Sites Assistant Deputy Ministers Steering Committee is supported by the Director Generals Committee, the Contaminated Sites Management Working Group (CSMWG) and the FCSAP Secretariat (Environment Canada), which provides overall program coordination.

Planning Highlights: Phase II will focus remediation efforts on the highest-priority FCSAP sites (including Giant and Faro Mines in the North.) Over the next three years, remediation activities will be conducted on 1,100 sites and site assessments will occur on an estimated 1,650 sites. It is estimated that remediation expenditures in Phase II will reduce liability by up to $1.17 billion for all FCSAP- funded sites.

Federal Partner: Agriculture and Agri-Food Canada

Federal Partner Program Activity	Names of Programs for Federal Partners	($ thousands)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Internal Services	Contaminated Sites	7,275.6	670.0

Expected results:

AAFC expects to complete its assessment of approximately 5 sites and continue the ongoing remediation of 1 site.

Federal Partner: Canada Border Services Agency

Federal Partner Program Activity	Names of Programs for Federal Partners	($ thousands)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Corporate Management and Direction	Infrastructure and Environment	3,490.2	0.0

Expected results:

No planned activities for 2012–2013.

Federal Partner: Canadian Food Inspection Agency

Federal Partner Program Activity	Names of Programs for Federal Partners	($ thousands)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
NA	NA	183.8	0.0

Expected results:

No planned activities for 2012–2013.

Federal Partner: Correctional Service Canada

Federal Partner Program Activity	Names of Programs for Federal Partners	($ thousands)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Internal Services	Facilities/Asset Management Services	14,145.8	1,187.4

Expected results:

CSC will complete the assessment of 10 sites and the remediation of 3 sites.

Federal Partner: Environment Canada

Federal Partner Program Activity	Names of Programs for Federal Partners	($ thousands)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Threats to Canadians and their environment from pollution are minimized	Asset Remediation and Disposal	57,220.9	4,457.6
	Contaminated Sites	74,670.7	6,480.0
Total		131,891.5	10,937.6

Expected results:

Asset Remediation and Disposal: EC will complete the assessment of 35 sites and the remediation of 3 sites. An additional 13 sites will have ongoing assessment activities and 11 sites will have ongoing remediation activities.

Contaminated Sites (FCSAP Secretariat): In cooperation with the Treasury Board of Canada Secretariat, supports the DG and ADM steering committees and the Contaminated Sites Management Working Group (CSMWG); oversees the project selection process; coordinates funding and reporting processes; manages program communications; and evaluates program performance.

In 2012–2013, the Secretariat will lead the implementation of a new performance measurement framework and a new information management strategy for the program, and will participate in the FCSAP program evaluation to be led by Environment Canada’s Audit & Evaluation Branch.

Contaminated Sites (FCSAP Expert Support): In 2012–2013, Environment Canada Expert Support will continue to provide scientific and technical advice to custodial departments regarding ecological risks at their contaminated sites, and the remediation/risk management strategies that will mitigate or reduce these risks. In addition, guidance, training and tools will be provided to federal custodians to assist them in addressing their contaminated sites.

Federal Partner: Fisheries and Oceans Canada

Federal Partner Program Activity	Names of Programs for Federal Partners	($ thousands)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Internal Services	Contaminated Sites – FCSAP Projects	94,885.0	6,198.2
	FCSAP Expert Support	31,121.9	1,955.4
Total		126,006.9	8,153.6

Expected results:

Contaminated Sites – FCSAP Projects: DFO plans to use its National Departmental Prioritization Tool to allocate funding for remediation/risk management (R/RM) and assessment activities. DFO will select from its approximately 150 identified R/RM sites on the Priority List, and expects to perform assessment work at up to 400 sites.

In 2012–2013, DFO FCSAP Expert Support will conduct the following activities:

• Provision of scientific and technical advice to custodial departments with respect to the management of federal contaminated sites that may be impacting, or have the potential to impact, fish or fish habitat.
• Development of guidance material and provision of training on the management of FCSAP aquatic sites to custodial organizations (e.g. long-term monitoring and site closure of aquatic sites, remediation technologies identified in aquatic site remediation/risk management plans and the Aquatic Sites Framework).
• Review of project submissions to ensure that the potential impacts to fish and fish habitat have been appropriately considered.
• Review and evaluation of FCSAP projects to ascertain if, and to what level, the risk to fish and fish habitat has been reduced as a result of custodial actions.

Federal Partner: Health Canada

Federal Partner Program Activity	Names of Programs for Federal Partners	($ thousands)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
First Nations and Inuit Health	First Nations and Inuit Health Protection	7,445.2	0.0
Contaminated Sites	Healthy Environments Consumer Safety Branch	62,749.1	4,187.4
Total		70,194.3	4,187.4

Expected results:

No planned activities in 2012–2013 for First Nations and Inuit Health Protection.

In 2012–2013, Healthy Environments Consumer Safety Branch (Health Canada FCSAP Expert Support) will conduct the following activities:

Provision of guidance, training and advice on human health risk assessment and risk management; public involvement and risk communication; review of NCS scoring, human health risk assessments, and remediation plans for projects; participation in interdepartmental national and regional working groups; and human health component of CCME soil quality guidelines.

Federal Partner: Aboriginal Affairs and Northern Development Canada

Federal Partner Program Activity	Names of Programs for Federal Partners	($ thousands)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Responsible Federal Stewardship	Contaminated Sites Management Program	188,406.4	14,710.4
Northern Land and Resources	Contaminated Sites	1,107,927.6	130,567.5
Total		1,296,334.0	145,277.9

Expected results:

AANDC’s Southern Program will complete the assessment of 5 sites and the remediation of 20 sites. An additional 10 sites will have ongoing assessment activities and 10 sites will have ongoing remediation activities.

Aboriginal Affairs and Northern Development Canada will complete the assessment of 15 sites and the remediation of 3 sites. An additional 19 sites will have ongoing assessment activities and 34 sites will have ongoing remediation activities.

Federal Partner: Industry Canada

Federal Partner Program Activity	Names of Programs for Federal Partners	($ thousands)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Communications Research Centre Canada	Contaminated Site Management Program	162.0	54.0

Expected results:

Industry Canada will have ongoing assessment activities at 1 site. CRC will complete partial delineation of offsite contamination in 2012–2013. Completion of the assessment at this site is planned for 2013–2014.

Federal Partner: Jacques Cartier and Champlain Bridges Incorporated

Federal Partner Program Activity	Names of Programs for Federal Partners	($ thousands)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-131
Management of federal bridge, highway and tunnel infrastructure, and properties in the Montréal area	NA	23,889.7	13,311.0

Expected results:

Two sites will have ongoing remediation activities.

Federal Partner: Marine Atlantic Inc. (MAI)

Federal Partner Program Activity	Names of Programs for Federal Partners	($ thousands)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Corporate Management	FCSAP (Projects)	120.0	0.0

Expected results:

No planned activities for 2012–2013.

Federal Partner: National Capital Commission

Federal Partner Program Activity	Names of Programs for Federal Partners	($ thousands)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Real Asset Management	Land and real asset management	31,829.1	14,705.0

Expected results:

The NCC will have ongoing assessment activities on 15 sites and 7 sites will have ongoing remediation activities.

Federal Partner: National Defence

Federal Partner Program Activity	Names of Programs for Federal Partners	($ thousands)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Environmental Protection and Stewardship	Contaminated Sites Program	576,147.3	75,310.0

Expected results:

The DND Contaminated Sites Program aims to reduce risks to human health and the environment posed by federal contaminated sites and to reduce the financial liabilities that are associated with those contaminated sites. DND's expected results for 2012–2013 include the assessment of 29 sites and the remediation of 12 sites. An additional 63 sites will have ongoing assessment activities and 47 sites will have ongoing remediation activities.

Federal Partner: National Research Council Canada

Federal Partner Program Activity	Names of Programs for Federal Partners	($ thousands)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Internal Services	Environmental Operations	5,257.0	145.0

Expected results:

NRC will complete the assessment of 3 sites. In addition, there will be ongoing assessment activities at 1 site. One site will have ongoing remediation or risk management activities.

Federal Partner: Natural Resources Canada

Federal Partner Program Activity	Names of Programs for Federal Partners	($ thousands)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Corporate Management	The provision of relevant and timely policy analysis and advice for decision-making on government priorities and departmental responsibilities	28,858.8	121.0

Expected results:

NRCan will undertake ongoing assessment activities at 4 sites, and no remediation activity, in 2012–2013.

Federal Partner: Parks Canada

Federal Partner Program Activity	Names of Programs for Federal Partners	($ thousands)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Conserve Heritage Resources	Active Management and Restoration	51,551.2	5,914.9

Expected results:

Parks Canada will complete the assessment of 13 sites and the remediation of 3 sites. An additional 8 sites will have ongoing assessment activities and 11 sites will have ongoing remediation activities.

Federal Partner: Public Works and Government Services Canada

Federal Partner Program Activity	Names of Programs for Federal Partners	($ thousands)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-131
Federal Accommodation & Holdings	FCSAP (Projects)	109,300.2	64,956.5
	FCSAP (Expert Support)	8,850.0	700.0
Total		118,150.2	65,656.5

Expected results:

FCSAP (Projects): PWGSC will undertake remediation/risk management activities on 16 sites and assessment of 1 or 2 sites.

In 2012–2013, PWGSC FCSAP Expert Support will conduct the following activities:

Development of contaminated site management tools; collection and sharing of innovative and sustainable/green approaches; and informing private sector of likely federal demand for services.

Federal Partner: Royal Canadian Mounted Police

Federal Partner Program Activity	Names of Programs for Federal Partners	($ thousands)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Corporate Infrastructure/ Internal Services	FCSAP (Projects)	25,605.2	1,116.6

Expected results:

The Royal Canadian Mounted Police plans to complete assessment work on 3 sites and remediation work on 3 sites in 2012–2013.

One site assessment is expected to evolve into a FCSAP remediation project and 9 remediation projects are expected to require ongoing remediation activities.

Federal Partner: Transport Canada

Federal Partner Program Activity	Names of Programs for Federal Partners	($ thousands)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-131
Sustainable Transportation Development and the Environment	Environmental Programs	204,467.1	22,732.9

Expected results:

Transport Canada will complete 4 remediation/risk management projects and will undertake ongoing remediation/risk management activities at 27 sites.

Federal Partner: Treasury Board of Canada Secretariat

Federal Partner Program Activity	Names of Programs for Federal Partners	($ thousands)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Management Policy Development and Oversight	Assets and Acquired Services	5,385.6	527.3

Expected results:

Program co-lead (with Environment Canada).

Ensures consistency with Treasury Board policies on management of federal contaminated sites; advises Environment Canada on monitoring of government-wide progress; maintains the Federal Contaminated Sites Inventory; and coordinates planning for the Federal Contaminated Sites National Workshop to be held in Toronto, Ontario from April 30 to May 3, 2012.

Total for All Federal Departments

Total Allocation For All Federal Partners (from Start to End Date)*	Total Planned Spending for All Federal Partners for 2012-13
2,720,945.3	370,007.0

*Excluding PWGSC accommodations charges.

¹ Reprofile requests could be submitted to TBS later during the year and, pending TBS approval of the reprofile requests, certain objectives as established in the RPP could be impacted.

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

Contact information:
FCSAP Secretariat
Contaminated Sites Division
15th floor, Place Vincent Massey
351 St- Joseph Blvd
Gatineau, QC
K1A 0H3 

819-934-8153

Name of Horizontal Initiative: Great Lakes Basin Ecosystem Initiative

Name of lead department(s): Environment Canada

Lead department program activity: 1.3 Sustainable Ecosystems

Start date of the Horizontal Initiative: April 1, 2010 (GLAPV resources)

End date of the Horizontal Initiative: June 24, 2012 (end of COA)

Total federal funding allocation (start to end date): $40 million over 5 years from 2010 to 2015 and then ongoing (GLAPV resources)

Description of the Horizontal Initiative (including funding agreement):

The Great Lakes Basin Ecosystem Initiative (GLBEI) is the name given to Environment Canada’s activities in support of the restoration and protection of the Great Lakes. These activities include negotiation and implementation of the Canada–U.S. Great Lakes Water Quality Agreement (GLWQA) and Canada–Ontario Agreement (COA) Respecting the Great Lakes Basin Ecosystem, as well as the implementation of the GLAP, CWAP sediment and coordination of resources envelope (A-base) activities.

The Government of Canada is currently in negotiations with the Government of the United States to amend the Canada–U.S. Great Lakes Water Quality Agreement.

The 2007–2010 Canada–Ontario Agreement (COA) Respecting the Great Lakes Basin Ecosystem was extended by 15 months to June 24, 2012. Negotiations of the 2012–2017 COA are expected to be completed by the end of 2012.

The Great Lakes Action Plan was renewed for a further 5 years with a commitment to ongoing funding after that (GLAPV). An amount of $8M per year is allocated for Areas of Concern to implement remedial actions to complete the clean-up and restoration in three key areas: fish and wildlife habitat rehabilitation and stewardship; contaminated sediment assessment and remediation; and innovative approaches to improve municipal wastewater effluent quality.

Clean Water Action Plan

Environment Canada’s Clean Water Action Plan (CWAP) includes the Great Lakes sediment remediation initiative. Under this initiative, $48.9M over 8 years through 2015 is provided to complete contaminated sediment management projects in 8 specific Areas of Concerns. Funds are administered through the existing federal GLSF, with one third contributed by each of the federal government, the Province of Ontario and stakeholders. Potential clean-up measures include the construction of containment structures around and over submerged contaminated sediments; the removal, treatment and disposal of sediment; and natural recovery with long-term monitoring. The remediation of contaminated sediment is an essential prerequisite to the longer-term objective of fully restoring environmental quality in Areas of Concern, a commitment under the Canada–U.S. Great Lakes Water Quality Agreement.

Contact information:

Sandra Weston
Director, Great Lakes
Environment Canada

Tel.: 416-739-4404

Clean Air Agenda

Lead department: Environment Canada
Lead department program activity: PA3.2 and PA2.1
Start date: Announced in Budget 2011
End date: March 31, 2016
Total federal funding allocation (start to end date): $ 1,519.62 million^*

*This figure is incomplete due to Cabinet confidence. The total allocation includes $17.35 million from previous CARA funding for 2011-2012.

1. Overview of Clean Air Agenda

The 2011 Budget announced the renewal of the Clean Air Agenda (CAA) with an investment of $870 million over two years.¹ This funding will build on the considerable momentum gained from the investments in the CAA over the period of 2007-2011 which formed part of the Government’s broader efforts to address the challenges of climate change and air pollution, with a view to ensuring a clean and healthy environment for all Canadians.

The Government of Canada continues to advance the CAA, addressing climate change and air pollutants at the domestic, continental and international level. Canada has made significant progress towards meeting its Copenhagen commitment to reduce national greenhouse gas (GHG) emissions by 17% below 2005 levels by 2020, which translates into 607 megatonnes. To meet its target the Government is pursuing a sector-by-sector regulatory approach, aligned with the United States, where appropriate. This approach includes regulations to address GHG emissions from passenger cars and light-duty trucks and coal-fired electricity generation facilities. Additionally, the Government of Canada is supporting complementary initiatives for adapting to the impacts of climate change. Internationally, as part of it's recent participation at the 17th Conference of the Parties climate change conference in Durban, Canada agreed to a process to negotiate a new climate change agreement that would include binding commitments for all major emitters.

To support Government of Canada efforts to reduce air pollutant emissions, work is being undertaken with provinces, industry and non-governmental organizations to finalize and implement a new national air quality management system that will include new ambient air quality standards for key pollutants, new industrial emissions standards and active management of local air quality by provinces.

As the CAA moves forward, eleven federal departments and agencies provide programming organized within five themes:

• clean air regulatory agenda (CARA);
• clean energy;
• clean transportation;
• international actions; and,
• adaptation.

Through CARA, the Government of Canada continues to support the development and implementation of measures to address air quality and climate change. Renewed CARA funding ensures scientific excellence in the development of regulations that strike a balance between improving environmental standards and respecting industry's need for simple, streamlined rules and realistic timelines. This includes support to sustain the scientific research, monitoring, atmospheric modelling, and economic and policy analysis and assessment necessary to develop and assess the impacts of sector-by-sector GHG regulations; finalize a national air quality management system; address transboundary air pollution through the Canada-U.S. Air Quality Agreement (AQA); improve indoor air quality and promote behavioural change among Canadians by extending the Air Quality Health Index.

Clean Energy programming builds on our previous investments by further improving the energy sector’s environmental performance in Canada. Programming supports broad collaboration among industry, universities, governments, and Aboriginal and northern communities, increases stakeholder awareness and clean energy scientific and technical knowledge, and encourages adoption of energy efficient and alternative energy technologies. Investments in cleaner sources of energy will reduce greenhouse gas emissions and help balance the need for energy with the need to protect the environment and grow the economy.

Similarly, Clean Transportation programming is focused on encouraging technology updates and making use of regulations and targeted industry incentives to accelerate the development and adoption of next generation clean technologies. Complementing the advancement of innovations, a suite of regulatory initiatives for the aviation, marine, and rail sectors aim to increase efficiencies in the Canadian transportation system, reduce its environmental footprint and support economic growth.

The International Actions programming supports the Government’s strategic response to climate change. Because climate change and air pollution are cross-boundary issues, CAA funding ensures critical work is undertaken through partnerships and negotiations with a wide range of stakeholders - national and international, private and public sector, profit and not-for-profit. Renewed funding also supports commitments to promote Canada-U.S. collaboration on clean energy technologies under the Clean Energy Dialogue (CED).

The funding for Adaptation builds on and extends the investments made over the past four years and will help provinces, territories, municipalities, First Nations and Inuit, and industry develop proactive actions to adapt to the impacts that climate change has and will have on Canada’s economy, health and security, particularly in the North.

2. Shared Outcomes

The renewed CAA continues the collaborative efforts within the federal government and with other jurisdictions to realize health, economic and environmental benefits for Canadians. These efforts will work toward:

• Reducing the risk to the health of Canadians and the environment from exposure to air pollution;
• Providing economic benefits and maintaining competitiveness from innovations related to reducing air pollution and addressing climate change; and,
• Reducing the risk to communities, infrastructure and to the health and safety of Canadians resulting from climate change.

3. Governance Structure

In its first four years, the CAA piloted an innovative approach to supporting greater accountability and transparency through a “Horizontal Management Accountability and Reporting Framework” (HMARF). Building on this experience, the HMARF was renewed with a view to also ensuring greater coherency in climate change and clean air reporting through integration with the Federal Sustainable Development Strategy and its reporting on the progress the federal government is making towards environmental sustainability.

As outlined in the governance structure (Charter), Environment Canada is continuing its leadership role of the CAA-HMARF. The CAA is governed through a collective of Deputy Ministers and Assistant Deputy Ministers, and through the Federal Sustainable Development interdepartmental committees. Director Generals (DG) continue to provide leadership for each of the five themes and its integration into the Federal Sustainable Development Strategy through the interdepartmental DG’s committee.

4. Highlights for 2012-2013

With respect to CARA, highlights for 2012-2013 include: the implementation of GHG regulations for new light-duty vehicles (2011-2016 model years), and the finalization of regulations for later model years (2017 and beyond), aligned with U.S. standards; the finalization of GHG regulations for new heavy-duty vehicles also aligned with those of the U.S., as well as regulations for coal-fired electricity generation, and the continued development of regulations for other emissions-intensive sectors including natural-gas fired electricity and the oil and gas sector.

With respect to air quality, highlights for 2012-2013 include: the finalization and approval of the Air Quality Management System in order to start moving to the implementation stage. This includes setting national ambient air quality standards under the Canadian Environmental Protection Act, 1999 (CEPA 1999) and initiate regulatory development for base-level industrial emission requirements for key sources. Other highlights include the ongoing strengthening of commitments to reduce transboundary air pollution under the AQA, and continued development of control measures for consumer and commercial products. In addition, funding for 2012-2013 will also support the scientific and economic work necessary to advance these measures to address GHGs and air pollution, as well as the continued development and annual reporting of comprehensive inventories of air pollutants and GHGs, through the National Pollutant Release Inventory and National GHG inventory, which is required as part of Canada’s United Nations Framework Convention on Climate Change (UNFCCC) obligations.

Internationally, the federal government will build on areas of consensus through engagement under the UNFCCC and the CED, as well as participate in the G8 and 2012 Major Economies Forum and Clean Energy Ministerial meetings. The Government will also continue to work with the U.S. towards the negotiation of a Particulate Matter Annex to the Canada-U.S. AQA, and through the U.S.-Canada Regulatory Cooperation Council on common objectives related to addressing air emissions. The Government will also continue to advance efforts to address short-lived climate forcers (SLCFs) with the U.S. and other key partners through continued work under the Arctic Council, the UN Convention on Long-Range Transboundary Air Pollution, the Global Methane Initiative, and the new global initiative to reduce SLCFs, launched in February 2012.

The suite of Clean Energy programming will improve the energy sector’s environmental performance by advancing clean electricity and cleaner energy production, increasing the use of alternative fuels, and improving end-use energy efficiencies. Over 2012-2013, energy efficiency training, adoption of the 2011 National Energy Code for Buildings, development and updating of natural gas codes and standards and initial market assessments of oil sands and shale gas will take place. Funding for ecoENERGY Innovation Initiative projects will be approved for government, academic and private sector research and development projects and for demonstration projects with external public and private stakeholders. Clean Energy activities in 2012-2013 will also include the provision of timely advice and information to senior management on clean energy and environmental issues.

Towards Clean Transportation, new standards for nitrogen oxide will be introduced for the aviation sector in Canada through regulatory action (to come into force by the end of 2013), with a new domestic voluntary agreement with the Canadian aviation industry to reduce GHGs. For the marine sector, amendments to the new Vessel Pollution and Dangerous Chemicals Regulations to limit air pollutants and GHG emissions are expected to come into force. In the rail sector, new air pollutant emission regulations for locomotives and a new domestic voluntary agreement with the Canadian rail industry to limit GHG emissions will be implemented.

The Adaptation programming will fund projects to assist Aboriginal and Northern communities in understanding and adapting to a changing climate, map ecosystems and conduct scenario modelling for some national parks (Wapusk, Ivvavik and Torngat Mountains National Parks), establish codes and standards to protect infrastructure, and help manage mine waste in the North. It will also develop enhanced global and regional climate models and scenarios, expand heat alert and response systems in at-risk communities across Canada, develop information tools and guidelines for preventative public health systems, develop an adaptation toolkit for forest sector decision-makers, and establish an Adaptation Platform to bring together knowledge, capacity and financial resources to efficiently and effectively facilitate adaptation action.

Total Allocation* for 2011-16 ($ millions)	Planned Spending for 2012-13 ($ millions)
Figures exclude Public Works and Government Services Canada accommodation costs, and are rounded. *This figure is incomplete due to Cabinet confidence. The total allocation includes $17.35 million from previous CARA funding for 2011-2012.
1,519.62	306.21

¹ This figure includes $400 million for the ecoENERGY Retrofit Home program in 2011-2012.

5. Federal Partners

The federal partners for the CAA are: Aboriginal Affairs and Northern Development Canada, Environment Canada, Fisheries and Oceans Canada, Foreign Affairs and International Trade, Health Canada, National Research Council Canada, Natural Resources Canada, Parks Canada, Public Health Agency of Canada, Standard Councils Canada (Industry Canada), and Transport Canada.

6. Contact name for the CAA

Clean Air Agenda 2012-2013 Horizontal Reports on Plans and Priorities – Theme Report: Clean Air Regulatory Agenda (CARA)

Protecting the health and environment of Canadians is a key Government priority. Emissions of greenhouse gases (GHGs) and air pollutants threaten the health of Canadians, degrade the environment, contribute to climate change and smog and adversely affect the economy. The Clean Air Regulatory Agenda (CARA) provides the coordinated framework for Government efforts to reduce GHGs and air pollutant emissions.

With respect to GHGs, in 2009, the Government of Canada committed to reducing national GHG emissions to 17% below 2005 levels by 2020, which calculates to 607 megatonnes, and inscribed this target in the Copenhagen Accord. In order to make progress towards this target, the Government is implementing a sector-by-sector regulatory approach to limit emissions from major-emitting sectors of the economy, including transportation, thermal electricity, and other emissions-intensive industrial sectors including oil and gas. Given the highly integrated North American economy, the Government is aligning its regulatory approach with that of United States (U.S.), as appropriate for the Canadian context.

With respect to air quality, the Government is moving forward to implement a national Air Quality Management System (AQMS) in order to further minimize threats to Canadians and their environment from pollution. This system will set Canadian ambient air quality standards, local and regional air quality management and requirements for key sources of industrial emissions. The Government will be working with provinces, territories and stakeholders in order to start moving to implementation stage this year. This includes setting national ambient air quality standards (CAAQS) under Canadian Environmental Protection Act, 1999 (CEPA 1999) and initiate regulatory development for base-level industrial emission requirements (BLIERs) for key sources.

Under CARA, the Government will also address transboundary air pollution by strengthening the Canada-U.S. Air Quality Agreement (AQA), including negotiations towards the inclusion of particulate matter under the AQA as well as collaborative work through U.S.-Canada Regulatory Cooperation Council. Standards and control measures for emissions from consumer and commercial products will also continue to be developed and implemented.

CARA also supports the related scientific, modelling, monitoring, reporting and economic analysis necessary for policy and regulatory development and to ensure that the measures taken are based on sound science and achieve their intended effects. This includes the provision of comprehensive, annual emissions inventories for both GHGs and air pollutants.

Under CARA, we will continue to take action to improve indoor air quality, and promote positive behavioral change among Canadians to reduce their exposure to air pollutants by extending the Air Quality Health Index (AQHI).

Collectively, the work undertaken as part of CARA cuts across several Government departments--Environment Canada (EC), Health Canada (HC) and the National Research Council (NRC). More details on the key measures under CARA, outlined above, are provided in the sections below.

1. Theme Planning Highlights

With respect to climate change, highlights for 2012-2013 are the development and/or finalization of regulations to reduce GHG emissions from key sectors. This includes the development and finalization of regulations for later model years (2017 and beyond), aligned with U.S. standards; the finalization of GHG regulations for new heavy-duty vehicles also aligned with those of the U.S., and finalization of regulations for coal-fired electricity generation, which will promote the phase-out of traditional coal and transition to low- and non-emitting sources of electricity. There will also be continued development of regulations for other major-emitting sectors of the economy, including for natural-gas fired electricity and oil and gas.

With respect to air quality, an important highlight for 2012-2013 is the finalization and approval of the major elements of the AQMS to be in a position to start implementing the system in 2013. We will proceed to set CAAQS under CEPA. These would replace and be more stringent than current outdated objectives and Canada-wide standards. We will also begin regulatory development for BLIERs for key sources.

Regulations will also be developed and/or amended to reduce pollutants from vehicles and engines. In partnership with the U.S. work will continue to strengthen commitments to reduce transboundary air pollution under the AQA, and through the U.S.-Canada Regulatory Cooperation Council. Control measures will also be developed to limit nitrogen oxides (NOx) and volatile organic compounds (VOC) emissions from ethylene production and ethylene based polymer production.

Also, in 2012-2013, Health Canada will take steps to improve indoor air quality including through increasing radon awareness, publishing residential indoor air quality guidelines for priority chemical and biological pollutants as well as technical documents addressing key indoor air sources or issues. Related to this, NRC will assess building material emissions, developing an evaluation protocol and test apparatus for validating an air purification technology, and developing ventilation solutions, as well as releasing practical guides for building operators to improve indoor air quality.

With respect to emissions reporting, a highlight in 2012-2013, EC will launch new versions of the Single Window Reporting (SWR) on-line data collection application for GHG and substances of concern, to contribute to streamlining reporting processes for industry and federal/provincial/territorial governments. Comprehensive inventories of GHGs and pollutants will also be compiled and published, and steps will also be taken to expand the number of communities that receive AQHI readings across the country.

All of these regulatory and control measures will be supported by ongoing science, modelling, monitoring, and economic analysis.

2. Theme Expected Results

Programming within the CARA Theme is clustered around five broad areas of activity: regulations; science; reporting; policy analysis; and, indoor air quality. Collectively, these activities are expected to result in reductions in air pollutants and GHGs.

Regulations

EC supports the development, implementation, administration, compliance promotion and enforcement of a range of regulations and measures to reduce emissions of GHGs and air pollutants from major-emitting sectors and sources.

GHGs

In order to limit GHG emissions from electricity, draft regulations to limit emissions from coal-fired electricity generation were published in the Canada Gazette I in August 2011, and will be finalized in the summer of 2012, and come into force in 2015. In addition, GHG regulations will be developed for natural gas-fired generation.

To further reduce GHG emissions from transportation, EC will continue to implement and administer Passenger Automobile and Light Truck Greenhouse Gas Emission Regulations for 2011-2016 model years, and continue to work with the U.S. to finalize regulations for new cars and light trucks for model years 2017 and beyond, as well as new heavy duty vehicles. Drafts of these regulations will be published in Canada Gazette I in 2012, and will be aligned with U.S. standards.

The Government will also initiate the development of regulations to limit GHG emissions from oil and gas and other emission-intensive trade exposed (EITE) industrial sectors. Draft regulations for some oil and gas sub-sectors will be finalized in 2012.

Air pollutants

As part of the finalization of the AQMS, in order to ensure a good level of performance from the major industrial sectors that is nationally consistent, the Minister of the Environment has committed to working with his provincial and territorial colleagues and stakeholders to developing a suite of BLIERs. The multi-stakeholders process will complete its work in early 2012, and regulatory development will be initiated for a number of sectors.

In addition to the BLIERs, CAAQS for particulate matter and ozone will also be finalized and incorporated as objectives under section 54 and 55 of the CEPA, 1999. Work will also begin on the research to support establishing CAAQS for other pollutants of interest such as NOx.

To limit air pollutants from transportation, EC will continue to develop and implement new emissions standards that aim to reduce air pollutants for on-road and off-road vehicles and engines. This will include the development of draft regulations for off-road large spark-ignition engines and new on-road vehicle and engine emission regulations to align with U.S. standards.

EC will continue to collaborate with Ontario and other provincial jurisdictions to develop control measures for consumer and commercial products. Specifically, EC is working to expand the collection of Portable Fuel Containers (PFC) and replacing them with VOC low-emitting PFCs through the government/industry “Fuel Can Flip - Fuel Can Retirement” program. Work will be undertaken to develop controls for asphalt cutbacks and emulsified asphalt and aerosol coatings. A risk management strategy will be developed for the Motor Vehicle Assembly sector. As part of work on existing regulations, EC will provide information on regulatory obligations and develop a training curriculum related to Volatile Organic Compound Concentration Limits for Architectural Coatings Regulations and Volatile Organic Compound Concentration Limits for Automotive Refinishing Products Regulations. Information on regulatory obligations will be provided to the regulated community for 2-Butoxyethanol Regulations.

In addition to developing regulatory measures, CARA includes Compliance Promotion and Enforcement related activities as required. This includes compliance promotion activities and tools, such as officer training and information management systems for new regulations, as well as on-going compliance support, administration, monitoring, reporting, evaluation and enforcement of existing regulations for both GHGs and air pollutants to ensure that regulations are correctly implemented and achieving their intended results.

EC’s activities to provide Analysis in Support of Regulations will include: economic analysis, including for the Regulatory Impact Assessment Statements required for each regulation (GHG and BLIERS); legal analysis; and, advice and technical support to environmental assessments.

Science

EC and HC scientific activities provide the foundation for development, implementation, and assessment of regulations and other measures to reduce domestic GHG and air pollutant emissions. Science activities inform the setting of appropriate emissions targets and ambient air quality standards, as well as appropriate regulatory options and the assessment of the effectiveness of such measures. Scientific research, modelling and monitoring activities also ensure that decision-makers have the necessary information on air emission sources and trends, ambient levels and trends of air pollutants and GHGs, impacts on the environment and human health, and the forecasted benefits of regulatory actions.

EC’s Atmospheric Research, Monitoring and Modelling scientific area provides information and advice for policy and regulatory activities, and accountability for air pollutant emission reductions and reporting requirements. Emphasis will be placed on supporting the AQMS by monitoring and measuring sources of regional and national ambient air pollutants and conducting and improving air quality modelling. This program will also inform Canadian positions and commitments related to international agreements (such as the Canada-U.S. AQA) and the nature of global influences on Canadian air quality. More specifically, new targeted science on GHG and aerosols (including black carbon) will provide the basis for the development, implementation and evaluation of emission targets, regulations, emissions verification and compliance mechanisms. Scientific achievements will include: trend analysis of regional scale GHG observations and improved characterization of Canadian carbon sources and sinks; improved characterization of current and past aerosol concentrations and their attribution to anthropogenic and natural sources; and, improved representation of aerosols in the Canadian Earth System Model. EC will also work collaboratively with HC to conduct air quality science and modelling using an integrated multi-pollutant approach to assess the effectiveness of air quality management actions in meeting objectives, goals and targets.

HC’s activities contribute to atmospheric research, monitoring and modelling area in support of the AQMS (described above). HC will conduct exposure and health risk assessments for key air pollutants. A sector-based, multi-pollutant approach will assess the health risks posed by the range of pollutants emitted by individual industrial sectors. These activities will provide a health basis to support implementation of CAAQS and air quality management actions under the AQMS, by federal/provincial/territorial jurisdictions.  In 2012-2013, research will also identify and quantify the socio-economic impacts of air pollution exposure, improve analytical tools to assess the impact of current or proposed air quality strategies and regulations, and conduct health-benefit analysis of ongoing and planned air quality regulatory or policy actions.

HC and EC also direct their scientific efforts in the Health and Environmental Impacts of Air Pollutants area. EC’s activities characterize the impacts of air pollution on ecosystems and wildlife in order to evaluate the impact of regulations and inform regulatory development. In 2012-2013, EC will conduct activities such as the field sampling program of plants, soils, lake sediments and lake food webs in specific regions; contribute to National Acid Deposition Assessment; and quantify air pollution effects on the chemistry and biology of aquatic. EC will also continue to improve its modeling capacity by including other pollutants and more temporal information in order to help predict the ecosystem impacts and benefits.

HC will conduct health risk assessments and health-benefit studies in support of regulation development, specifically for transportation regulations on areas such as marine diesel or vehicle fuels. HC will also conduct exposure studies on emissions from transportation and studies on toxicity and the health effects of transportation emissions. These activities support the establishment of effective and efficient transportation and fuel regulations and management strategies to reduce emissions of GHGs and air pollutants from regulated sectors while maintaining competitiveness in those sectors.

In 2012-2013, EC will complete an assessment of mercury in the Canadian environment including human exposure, communicate the findings to stakeholders, and begin assessing the current and projected future state of acid deposition impacts on the Canadian environment. EC will also provide science advice for international policy forums such as the Arctic Council, and, provide support for national and international atmospheric science programs and assessments such as International Panel on Climate Change Assessments. These activities support the scientific assessments of the health and environmental risks associated with air emissions and the potential benefits of reduced emissions which underpin several of the theme’s immediate outcomes.

HC research to identify and quantify the relationship between air pollution and negative health impacts will help establish the ‘exposure-response functions’ used to predict the health benefits from improved air quality. These benefits will then be quantified in economic terms so they can be compared with the costs of regulatory action thus allowing the government to estimate the net impacts of actions taken under AQMS such as setting CAAQS.

The EC Oil Sands Science activities provide information and advice to determine the impact of air emissions from the oil sands sector on the ecosystem and the air that Canadians breathe. This includes working collaboratively with the Government of Alberta, the Wood Buffalo Environmental Association and other local stakeholders to measure priority air contaminants and metals to set baselines and establish trends, understanding the deposition and atmospheric transport of these contaminants, utilizing air quality models to predict impacts of oil sands development, and improving our air quality modelling to support policy needs. EC will initiate a short-term scientific study to characterize airborne and ground level ambient concentrations of criteria air contaminants in the oil sands region in order to advance knowledge on the oil sands air pollution mix, to evaluate emissions inventories, and to compare data with current satellite retrieval technology. Also, EC will install long-term monitoring sites in or near areas that are highly sensitive to acid deposition in order to understand the aerial contribution to the ecosystem and to determine atmospheric transport to and from the oil sands regions. The new sites will complement the existing air quality monitoring efforts underway. EC will utilize and improve existing modelling capacity to help in the deployment of measurement platforms and equipment, predict impacts of the oil sands development and support policy needs.

Reporting

Reporting activities are critical to sustaining and improving mechanisms to track and report national GHG and air pollutant emissions, and supporting the domestic and international reporting commitments concerning air pollutants and GHGs.

Under the CARA in the area of Data Collection and Reporting for GHGs, EC develops comprehensive inventories of GHGs for both sources and sinks and reports annually as part of Canada’s UNFCCC obligations. Information for GHG emissions is available in the National Inventory Report and through the GHG Emissions Reporting Program. Data and methods to estimate, model and quantify both emissions and removals of GHGs are developed and implemented, and analyses to understand the drivers and trends are prepared. These activities provide Canadians with information about GHGs on a national, provincial and regional basis.

EC and HC collaborate in the area of Data Collection and Reporting for Atmospheric Pollutants in support of the Government of Canada’s domestic and international obligations related to air pollution. Information on over 300 pollutants related to releases to air, land and water, disposals and transfers off site for recycling will be collected from more than 8500 facilities and be published online by EC. Air pollutant inventories and trends for key air pollutants contributing to smog, acid rain and/or poor air quality, selected heavy metals and persistent organic pollutants will be compiled for 2011 based on facility-reported data and emission estimates for other sources such as motor vehicles, residential heating, forest fires and agriculture. This information will support the AQMS, the annual submission to the United Nations Economic Commission for Europe and the Canada-U.S. AQA.

EC is also working toward using a harmonized SWR system for CARA reporting and data collection programs. Security plans including analysis and documentation for privacy and security policies for SWR data collection, storage and transfer, as well as user information are expected to be completed.  In 2012-2013, EC will complete numerous other activities that support reducing reporting burden for regulated sectors for GHG and toxics under the National Pollutant Release Inventory.

EC and HC seek to expand the AQHI as a national, health-based communications tool for current and forecasted local air quality and to increase Canadians’ knowledge of actions to protect their health and reduce pollution. EC expects that accessibility to forecasts will be enhanced through improved dissemination systems including internet (Weather Office), Automatic Telephone Answering Devices, social media and the development of partnerships with national media providers in locations where the AQHI is available. EC will also partner with provincial and municipal jurisdictions to strengthen internal capacity for the continuation of AQHI into the future and to promote AQHI to Canadians. As well, EC will continue to improve forecast quality through the development of methodologies and tools to optimize the use of data from different sources, improve modelling capabilities and research to allow for future expansion of the AQHI to rural communities with sparse monitoring capacity. In partnership with HC, EC will continue negotiations with provincial partners to further the national roll-out of the AQHI and will begin negotiations with territorial Governments to expand the AQHI to select communities in the North. As well, HC will partner with provincial and public health programs to support local and regional implementation and promotion of AQHI, develop partnerships with media, develop and promote outreach materials to health professionals and conduct research on links between AQHI and clinical cardiovascular outcomes. This work supports the outcomes for providing provinces with increased access to AQHI, raising awareness of strategies and tools to reduce exposure to air pollutants, and changing the behaviours of Canadians to reduce exposure and improve their health.

Policy Analysis

EC and HC provide strategic policy and economic analysis, advice, and coordination, to support effective and efficient action on air pollution and GHG emissions. EC’s climate change policy-related activities will provide the strategic policy analysis, advice, and coordination for the development of cross-cutting elements of regulatory development, notably reporting and compliance mechanisms. Policy analysis activities will also support the coordination of processes related to cabinet briefings and approvals, such as the preparation of Memoranda to Cabinet. Policy analysis further incorporates the coordination of various stakeholder consultation and engagement mechanisms, including consultations under the Federal, Provincial and Territorial Working Group on Domestic Climate Change; the Technical and Process Working Groups for the development of oil and gas regulations, which includes representatives from industry and provinces; the Federal / Provincial / Territorial Oil & Gas Working Group and the Deputy Minister-level Consultative Steering Committee with provinces and territories.

In addition, as part of the Government’s climate change approach, EC will also provide strategic policy analysis on short-lived climate forcers (SLCFs), including black carbon, to support Canada’s engagement in various regional and international fora, including under the Arctic Council and negotiations under the Gothenburg Protocol to the UN Convention on Long-Range Transboundary Air Pollution. Analysis will also inform and support the development of an SLCF strategy and domestic measures to address SLCFs.

EC’s Atmospheric Pollutants Policy-related activities will include the finalization of the major elements of the AQMS.  A multi-stakeholder consultation process facilitates the development and implementation of comprehensive air management frameworks and will complete its work in 2012. This will also include the policy coordination for the endorsement of the AQMS from the Canadian Council of Ministers of the Environment. This will also support the work required for the CAAQS for ground-level ozone and fine particulate matter (PM2.5) to be drafted and published in CGI in 2012. EC will continue to work collaboratively with provinces and territories to finalize the BLIERs for 14 sectors and 3 equipment types and 2 cross sectoral processes. Regulatory drafting will be initiated for some BLIERs in this fiscal year. Coordination and policy advice for the overall governance of the system, including reporting will also be finalized. Also, to contribute towards the development and finalization of the AQMS, in 2012-2013, HC will complete a draft health risk assessment for outdoor air pollutants (such as carbon monoxide and coarse particulate matter) to support and develop proposals for CAAQS. HC will also conduct exposure and health effects studies for air pollutants to support additional CAAQS development and review. This work will support the implementation of actions to ensure that Canadian jurisdictions meet ambient air quality standards.

To effectively manage transboundary pollution, EC will continue its work with the US under the Canada-U.S. AQA as well as through the U.S.-Canada Regulatory Cooperation Council, to realize common objectives to address air pollution. Under the AQA, Canada, in collaboration with the U.S., will prepare the 2012 biennial progress report that summarizes key actions undertaken by Canada and the U.S. within the last two years to address transboundary air pollution under the Agreement. Canada will also host the 2012 annual meeting of Canada-U.S. Air Quality Committee which is responsible for administering work under the Agreement.

EC’s Cross-Cutting Analysis supports policy development related to air pollutants and GHGs. Economic modeling will be undertaken to explore actions that reinforce the regulatory agenda, while promoting environmental reduction through non-regulatory compliance mechanism. Economic modelling, analysis and research will be undertaken to ensure informed federal decision-making on policy approaches to reduce GHG and air pollutant emissions and to analyze the cumulative impact of proposed measures on industry and consumers, as well as the competitiveness impacts of proposed measures. This also includes activities under the Clean Air Agenda Results Management Secretariat which provides integrated planning and performance reporting on the CAA. It also contributes to the implementation of the Cabinet Directive on Streamlining Regulations by providing coordinated departmental training and advice to EC’s regulatory community on regulatory development and approval processes.

EC’s coordination and engagement activities provide strategic support to the overall development of policy. At the federal level, the coordination activities are focused on engagement of key federal departments and agencies and the establishment of mechanisms to ensure high quality and timely submissions that facilitate the cabinet approval process. Engagement of stakeholder through Federal, Provincial and Territorial and stakeholder committees will also be undertaken. These committees provide essential input into the development and construction of the government’s analytical tools and emission baselines, and to overall policy development.

Indoor Air Quality

HC and NRC work together to improve Indoor Air Quality (IAQ) and protect the health of Canadians by developing knowledge, guidelines, codes of practice, mitigation measures, product standards and communication initiatives, in order to reduce exposure to indoor air contaminants.

HC’s Indoor Air Quality Management – Biological and Chemical Contaminants activities aim to decrease risk to health through the development of tools to improve indoor air quality and through increased knowledge among individual Canadians, business and governments about health risks posed by indoor air pollutants and ways to reduce these risks. HC will conduct health risk assessments on priority pollutants, produce technical documents on key indoor issues, evaluate potential interventions to improve indoor air quality and conduct studies on indoor pollutant toxicity to support health-based evaluation of product emissions.

HC’s Indoor Air Quality Management – Radioactive Contaminants activities aim to increase awareness and knowledge of Canadians to the dangers associated with cumulative exposure to radon and how to limit this exposure through activities including marketing, social media, conferences and events. HC will also collaborate with provincial, territorial and other key stakeholders to ensure tools and resources are available to Canadians. As well, radon testing of federal buildings will be completed in identified high-risk radon prone areas to facilitate government compliance with the Canada Labour Code. National Radon Laboratory operations will be maintained, including advice and technical expertise to partners in government, industry and the public. The Canadian Radon Certification Program will continue and new radon mitigation solutions will be evaluated as they become available and documented in peer-reviewed publications.

NRC’s Indoor Air Quality Strategies and Solutions work aims to reduce exposure of Canadians to key indoor pollutants through three activities: source control, improved ventilation/air distribution strategies, and air purification technologies. In 2012-2013, NRC will test the off-gassing of VOC’s from a representative set of building materials and consumer products through a validated fast screening method. NRC will also develop an evaluation protocol and build two laboratory test elements for the evaluation of three promising air purification technologies. In 2012-2013, NRC will design - in partnership with HC - a field study to validate and optimize mitigation strategies for reducing pollutant transfer from garages. Study design will be based on experimental results obtained in a newly built garage attached to NRC’s Indoor Air Research Laboratory (IARL). Radon mitigation scenarios will also be validated in the IARL. The Canadian Committee on Indoor Air Quality in Buildings, a balanced stakeholder committee, will develop three guidance documents to support building operators and tenants of commercial and residential buildings in addressing and mitigating IAQ problems and implementing appropriate solutions.

3. Theme Financial Information

Federal Partner Programs	Total Allocation* for 2011-16 ($ millions)	Planned Spending for 2012-13 ($ millions)
Figures exclude Public Works and Government Services Canada accommodation costs, and are rounded and may not add. *The following EC programs include previous CARA funding for 2011-2012: Atmospheric Pollutants Policy, Compliance Promotion and Enforcement, Data Collection and Reporting for GHGs, Electricity Regulations, Emission-Intensity Trade-Exposed (EITE) Regulations, Greenhouse Gas Policy, Health and Environmental Impacts of Air Pollutants, and Oil and Gas Regulations.
Environment Canada
Analysis in Support of Regulations	25.96	5.47
Atmospheric Pollutants Policy	17.96	3.04
Atmospheric Research, Monitoring and Modelling	90.45	18.21
Compliance Promotion and Enforcement	33.63	6.72
Consumer and Commercial Products Regulations	5.68	2.06
Cross-Cutting Analysis	15.74	3.13
Cross-Cutting Data Collection and Reporting	15.32	3.02
Data Collection and Reporting for Atmospheric Pollutants	41.52	8.48
Data Collection and Reporting for GHGs	41.61	7.63
Electricity Regulations	7.93	2.69
Emissions-Intensive Trade-Exposed (EITE) Regulations	21.34	7.13
Greenhouse Gas Policy	31.21	4.60
Health and Environmental Impacts of Air Pollutants	15.52	2.91
Oil and Gas Regulations	17.80	6.24
Oil Sands Science	14.21	2.84
Science Integration, Accountability and Benefits of Action	3.73	0.87
Transportation Regulations	45.14	8.56
Subtotal	444.76	93.58
Health Canada
Atmospheric Pollutants Policy	25.88	5.18
Atmospheric Research, Monitoring and Modelling	29.60	5.92
Data Collection and Reporting for Atmospheric Pollutants	13.42	2.68
Health and Environmental Impacts of Air Pollutants	13.08	2.62
Indoor Air Quality Management - Biological and Chemical Contaminants	9.29	1.86
Indoor Air Quality Management - Radioactive Contaminants	30.49	6.10
Science Integration, Accountability and Benefits of Action	15.49	3.10
Subtotal	137.25	27.45
National Research Council of Canada
Indoor Air Quality Strategies and Solutions	9.00	1.80
Subtotal	9.00	1.80
Theme Total	591.01	122.83

Clean Air Agenda 2012-2013 Horizontal Reports on Plans and Priorities - Theme Report: Clean Energy

Early in 2010, under the Copenhagen Accord, the Government of Canada committed to reducing national greenhouse gas (GHG) emissions to 17% below 2005 levels by 2020, which calculates to 607 megatonnes. The development and use of cleaner sources of energy is key to Canada's future prosperity and energy security. Given that the production and consumption of energy accounts for 80% of Canada's GHG emissions, cleaner energy, as a complement to broader GHG regulations, is essential for achieving Canada's GHG emissions reductions target.

The suite of clean energy programs included within this Theme seek to improve the energy sector's environmental performance by advancing clean electricity and cleaner energy production, increasing the use of alternative fuels, and improving end-use energy efficiencies. Ultimately, work undertaken in this Theme by contributing departments Natural Resources Canada (NRCan) and Aboriginal Affairs and Northern Development Canada (AANDC) aims to reduce GHG emissions, while maintaining Canada's economic advantage and creating jobs for Canadians.

In the short term, clean energy scientific and technological knowledge will be developed and shared with stakeholders. Stakeholders will also be encouraged to collaborate in developing, delivering, and increasing their capacity to use cleaner sources of energy and energy efficient products, processes, practices or services.

1. Theme Planning Highlights

Following the launch of new Clean Energy initiatives in 2011, the focus in 2012-2013 is to implement the second year of the activities and to continue to work to strengthen and expand Canada's commitment to clean energy. Key deliverables in 2012-2013 include: energy efficiency training; 2011 National Energy Code for Buildings; development and updating of natural gas codes and standards; and, market assessments of oil sands and shale gas. Funding for ecoENERGY Innovation Initiative projects will be approved for government, academic and private sector research and development projects and for demonstration projects with external public and private stakeholders. In 2012-2013, NRCan, as part of the Marine Renewable Energy Enabling Measures program, will produce a report about regulatory approaches to offshore renewable energy management in other countries.

2. Theme Expected Results

The Clean Energy Policy program will provide ongoing analysis, advice, recommendations, and coordination on clean energy and environmental issues in support of policy and program development and decision-making. This includes providing advice to senior management and developing information products (such as briefing material and research and analysis) to ensure that decision-makers have access to timely advice and information. The program will also remain engaged in domestic carbon capture and storage (CCS) policy activities, such as providing technical expertise and policy advice from an NRCan perspective to Alberta's CCS Regulatory Framework Assessment. Through the development and deployment of fact sheets and other outreach tools (such as assessments, best practices) the program will provide fact-based information regarding the oil sands, shale gas and other unconventional energy sources to Canadians, key stakeholders and foreign governments.

The ecoENERGY Efficiency program focuses on activities that increase knowledge, awareness, and capacity in energy efficiency, including training, publications, partnerships and agreements. For example, the program will support training sessions on energy efficient products and practices for over 170,000 individuals. As well, knowledge and awareness will be increased through Project Reports that identify energy management opportunities for four facilities in the industrial sector and through the introduction of the Most Efficient ENERGY STAR program in Canada. The program will also support partnerships and collaborations that develop or deliver energy efficient products, practices, or services through approximately 25 partnerships and/or collaborative arrangements. Finally, the program will foster the adoption of energy efficient technologies, products, and practices as 12 regional programs will use NRCan-developed housing standards and systems, and two provinces/territories will adopt the 2011 National Energy Code for Buildings or equivalent. Together, these activities will lead to an estimated 11 petajoules of energy being saved.

The ecoENERGY for Alternative Fuels program will support two committees that will be actively working on developing and updating codes and standards for natural gas vehicles. As well, the program will initiate international and domestic formal engagements with alternative fuels stakeholders and will put in place two agreements with natural gas local support networks to bring the right decision-making tools to potential markets. Through these efforts, knowledge and collaboration in the area of alternative transportation fuels will be increased.

The ecoENERGY Innovation Initiative's program increases clean energy knowledge and stakeholder awareness through the funding of research and projects that support academia, industry and the public sector in producing and using energy in a more clean and efficient way. Activities funded will be in five strategic priority areas: energy efficiency; clean electricity and renewable fuels; bioenergy; electrification of transportation; and, unconventional oil and gas. This initiative is a key component of the Government of Canada's actions to achieve real emissions reductions, while maintaining Canada's economic advantage and its ability to create jobs for Canadians. In 2012-2013, funding for ecoENERGY Innovation Initiative projects will be approved for government, academic and private sector research and development projects and for demonstration projects with external public and private stakeholders.

The Marine Renewable Energy Enabling Measures program will develop a set of federal policy options and recommendations for administering marine renewable energy in the federal offshore by determining related requirements and stakeholders' views.

AANDC's ecoENERGY for Aboriginal and Northern Communities program supports GHG reduction measures in Aboriginal and northern communities, with an emphasis on off-grid communities that currently use diesel generators to produce electricity and heat. Funded projects include feasibility studies of renewable energy projects (e.g., wind, small hydro, solar, and biomass), and design and construction of energy projects into community buildings (e.g., solar heating, ground source heat pumps, high efficiency heating systems). This program directly reduces energy sector GHG emissions in Aboriginal and northern communities. Success for this program will be indicated by the number of projects funded and resulting projected reductions in GHG emissions over a 20-year project lifecycle. In 2012-2013, the program will support pre-feasibility and feasibility studies of 5-10 renewable energy projects (e.g., wind, small hydro, solar, biomass), and design and construction of 5-10 energy projects integrated with community buildings (e.g., solar heating, ground source heat pumps, and high efficiency heating systems).

3. Theme Financial Information

Federal Partner Programs	Total Allocation for 2011-16 ($ millions)	Planned Spending for 2012-13 ($ millions)
Figures exclude Public Works and Government Services Canada accommodation costs, and are rounded and may not add. *ecoENERGY Retrofit Home program is a one year program for 2011-2012 **Funding is for 2011-2013
Aboriginal Affairs and Northern Development Canada
ecoENERGY for Aboriginal and Northern Communities	19.63	3.93
Subtotal	19.63	3.93
Natural Resources Canada
Clean Energy Policy	4.66**	2.33
ecoENERGY Efficiency	190.11	38.01
ecoENERGY for Alternative Fuels	1.35**	0.57
ecoENERGY Innovative Initiative	96.10**	63.87
ecoENERGY Retrofit Home*	400.00	N/A
Marine Renewable Energy Enabling Measures	3.83	0.81
Subtotal	696.04	105.59
Theme Total	715.67	109.52

Clean Air Agenda 2012-2013 Horizontal Reports on Plans and Priorities – Theme Report: Clean Transportation

The Clean Transportation Theme supports the Government of Canada’s commitment to reduce national greenhouse gas (GHG) emissions to 17% below 2005 levels by 2020, which calculates to 607 megatonnes. This Theme aims to reduce emissions of air pollutants and GHGs from transportation activities through promoting new clean transportation technologies, implementing voluntary agreements, and developing of standards and regulations.

Ultimately, work undertaken within this Theme by contributing departments (Transport Canada (TC) and Environment Canada (EC)) supports reducing air pollutants and GHG emissions from the transportation sector. Adoption of clean transportation technologies will improve emissions intensity for air pollutants and GHG emissions.

In the short term, initiatives will regulate segments of the transportation sector and target other segments of the transportation sector to participate in non-regulatory voluntary emission reduction agreements. Clean transportation projects will also be completed as per funding agreements.

1. Theme Planning Highlights

The key deliverables expected in 2012-2013 are: implement domestic nitrogen oxide standards in the aviation sector; implement Vessel Pollution and Dangerous Chemicals Regulations; publish the amendments to the Sulphur in Diesel Fuel Regulation; and, implement a new air pollutant emission regulation for locomotives. TC will also support EC in the economic analysis, assessment of technological performance, and consultations for the development of heavy-duty and light-duty vehicle emission regulations.

Examples of other activities for 2012-2013 include: developing or implementing voluntary agreements to reduce GHG emissions with the Canadian aviation industry and Canadian rail industry; conducting safety and performance testing on heavy-duty and light-duty vehicle technologies; completing a draft of an internal model that identifies inputs and methodologies in Canadian supply chains, data gaps, and mitigation strategies; advancing work on the Truck Reservation Systems project at Port Metro Vancouver; and, supporting the installation of marine shore power facilities at Ports.

2. Theme Expected Results

Through the Aviation Sector Regulatory Initiative Canada will contribute to the development of international air pollutant and GHG emission standards, global targets, possible market-based mechanisms, and best practice operational measures at the International Civil Aviation Organization (ICAO). Domestically, Canada will support aviation emission reductions through the development and implementation of new or amended regulatory frameworks to limit nitrogen oxide and CO₂ emissions (planned to come into effect starting in 2013 and 2015, respectively depending on results). A new domestic voluntary agreement with the Canadian aviation industry for the reduction of GHG emissions will also be negotiated. It will form the basis of a Canadian Action Plan to reduce these emissions, for submission to ICAO in June 2012. Canada will engage in research that provides scientific support to regulatory development; improves scientific understanding of emissions at altitude and examines the short and long-term impacts of aviation emissions with regards to climate change and regional and local air quality, as well as technological and operational challenges to addressing these emissions, taking into account safety, security and economic considerations.

Through TC and EC’s Marine Sector Regulatory Initiative Canada will contribute to the development and implementation of new international emission standards as well as a framework, technical measures, and possible market-based measures to reduce GHG emissions at the International Maritime Organization (IMO). In 2012-2013, EC will continue to support TC at the IMO and undertake scientific and technical analyses to support the domestic implementation of international IMO air pollutant and GHG emission standards.

The Marine Sector Regulatory Initiative will also result in the development and implementation of new or amended Canadian regulations, along with effective compliance and oversight regimes, to address emissions from ships. Amendments to TC’s new Vessel Pollution and Dangerous Chemicals Regulations to limit air pollutant emissions are expected to enter into force August 1, 2012.

These regulations will be complemented by amendments to the sulphur in diesel fuel regulations led by EC under the Canadian Environmental Protection Act, 1999 which will support TC’s implementation of the North America Emissions Control Area (ECA). The new amendments for diesel fuel will ensure that fuel suppliers can provide the fuel required for the implementation of the North American ECA in accordance with the international commitments under Annex VI of the International Convention for the Prevention of Pollution from Ships (MARPOL). EC and TC will continue work on an emissions inventory analysis to assess current and future ship emissions (GHGs and air pollutants).

Canada will engage in research that examines new technologies and practices that can be used for emission reduction or emission measurement.

The Rail Sector Regulatory Initiative is expected to result in new or amended regulatory frameworks, along with effective compliance and oversight regimes, to limit emissions from locomotives. New air pollutant regulations are planned for 2012-2013. Work will also begin on measures to address GHG emissions in collaboration with the United States. This initiative is also expected to result in domestic emission reductions from a voluntary agreement for addressing GHG emissions. Canada will engage in research on new and emerging technologies in the rail sector, including assessments of how they perform from a safety, economic and environmental perspective.

Through the Support for Vehicle Greenhouse Gas Emission Regulations program, TC will support EC efforts through analysis and advice on safety and competitiveness impacts in the development of GHG emission regulations for new heavy-duty vehicles (buses and trucks), and in the preparation of future GHG emission regulations for new light-duty vehicles (passenger automobiles and light trucks).

The ecoTECHNOLOGY for Vehicles II Initiative will test, evaluate and provide expert technical information on the environmental and safety performance of advanced light-duty vehicle and heavy-duty vehicle technologies such as advanced tires. The technical findings will: inform the development of EC’s light-duty vehicle and heavy-duty vehicle GHG emission regulations; guide the proactive development of new or revised safety regulations, standards, codes and guidelines (under the authority of the Motor Vehicle Safety Act administered by Transport Canada); and, support the development of non-regulatory industry codes and standards that anchor the market and industry efforts to integrate new vehicle technologies.

The Gateway Carbon Footprint Initiative will quantify the carbon footprint of each of Canada’s strategic gateways and trade corridors. This program is expected to result in research and data that will help the freight transportation sector and governments to demonstrate the carbon performance of Canada’s strategic gateways and trade corridors and make transportation decisions that limit GHG emissions. This program will develop an internal model that includes an identification of inputs and methodologies relevant to Canadian supply chains, as well as specific data gaps and mitigation strategies.

The Truck Reservation System Program will provide funding to support the deployment of truck reservation systems at Canada’s largest container ports, primarily focusing on Vancouver, Montreal, and Halifax. These systems will use technologies to improve efficiency in the movement of trucks into and out of terminal facilities at container ports and reduce truck idling.

The Shore Power Technology for Ports Program will provide funding to support the installation of marine shore power facilities at Canadian coastal or Great Lakes ports for all types of commercial vessels (cruise, container, and bulk). Marine shore power is a leading edge technology that allows ships to plug into the local electrical grid to power the vessel while at port, thereby avoiding the use of diesel auxiliary engines which consume fuel and produce GHG and air pollutant emissions.

3. Theme Financial Information

Federal Partner Programs	Total Allocation for 2011-13 ($ millions)	Planned Spending for 2012-13 ($ millions)
Figures exclude Public Works and Government Services Canada accommodation costs, and are rounded and may not add. For further information, see: http://www.tc.gc.ca/eng/policy/acs-sd-dsds-2675.htm http://ec.gc.ca/lcpe-cepa/eng/regulations/detailReg.cfm?intReg=63
Environment Canada
Marine Sector Regulatory Initiative	4.22	2.39
Subtotal	4.22	2.39
Transport Canada
Aviation Sector Regulatory Initiative	5.05	2.97
ecoTECHNOLOGY for Vehicles II Initiative	12.84	8.25
Gateway Carbon Footprint Initiative	0.56	0.41
Marine Sector Regulatory Initiative	8.28	4.81
Rail Sector Regulatory Initiative	5.68	4.03
Shore Power Technology for Ports Program	0.94	0.49
Support for Vehicle GHG Emissions Regulations	3.86	2.26
Truck Reservation System Program	1.78	1.72
Subtotal	38.99	24.94
Theme Total	43.21	27.34

Clean Air Agenda 2012-2013 Horizontal Reports on Plans and Priorities – Theme Report: International Actions

The International Actions Theme supports the Government of Canada’s broad efforts to reduce greenhouse gas (GHG) emissions and address climate change by participating in international partnerships and negotiations, and by ensuring international obligations are met.

Ultimately, work undertaken in this Theme by the contributing departments (Environment Canada (EC), Department of Foreign Affairs and International Trade (DFAIT), and Natural Resources Canada (NRCan)) aims to ensure that international actions to address climate change are fair, effective and comprehensive, and that clean energy innovations result in global and domestic economic and environmental benefits. This includes ensuring our negotiating strategies and domestic policies are aligned with the United States (U.S.). For example, Canada’s recent participation at the United Nations Framework Convention on Climate Change (UNFCCC) Conference of the Parties in Durban supported agreement to a process to negotiate a new climate change regime that would include binding commitments for all major emitters.

In the short term, these programs will ensure Canada meets its financial and reporting obligations arising from participation in international climate change agreements and organizations. Key domestic stakeholders will be engaged to enable Canada’s objectives to be advanced. This Theme will also promote GHG emissions reduction technology and mitigation and adaptation efforts in partner countries including developing countries.

1. Theme Planning Highlights

Early in 2010, under the Copenhagen Accord of the UNFCCC, the Government of Canada committed to reducing national GHG emissions to 17% below 2005 levels by 2020, which calculates to 607 megatonnes. This target is aligned with the reduction target set by the U.S. under the same agreement. The Accord represents an important step in the development of a single, new international climate change agreement, and is consistent with Canada’s negotiating objectives. This commitment was reaffirmed in the 2010 Cancun agreements. In 2011, Canada agreed to participate in the negotiations of a new climate change regime by 2015 as set out in the Durban Platform. Canada will contribute to the development of the Durban Platform and continue to implement commitments under the Copenhagen Accord and Cancun Agreements which includes supporting mitigation and adaptation actions by developing countries.

In 2012-2013, EC, DFAIT and NRCan will continue to participate in international climate change negotiations and will advance Canada’s interests through a range of high-level climate change discussions including those within the context of the UNFCCC, the Major Economies Forum, Clean Energy Ministerial (CEM) and others. In addition, EC will host the international Conference of Global Methane Initiative (GMI) in collaboration with other public and private partners. EC will also launch the Short-Lived Climate Forcers (SLCFs) Global Initiative and will work with NRCan to develop a Clean Energy Dialogue Action Plan II in 2012-2013. DFAIT will also support these efforts and will work with the UNFCCC Secretariat to ensure that Canada’s contribution to UNFCCC’s core budget is made in a timely manner (the Clean Air Agenda provides $477,000 of Canada’s contribution). NRCan will provide strategic policy advice on key global climate change developments related to NRCan’s mandate, including energy, technology and forestry, and support the development of climate technology policies and positions.

2. Theme Expected Results

Theme programming has been clustered within three groups of activity: international participation/negotiations; international climate change obligations; and, continuing the engagement and alignment with the U.S.

International Participation and Negotiations

EC, DFAIT and NRCan work together to provide a whole of government approach to Canada’s participation in international negotiations, policy analysis and development, and bilateral and multilateral engagement relating to climate change under the UNFCCC process and within other international fora.

Further to the Durban Platform, EC’s International Climate Change Participation and Negotiations program will be actively engaged in the international negotiations for developing a new global climate change regime under the UNFCCC including participation at the 18th UNFCCC Climate Conference of the Parties in Qatar, December 2012. Canada will continue to implement the Copenhagen Accord, Cancun Agreements, and Durban outcomes. This will include support of mitigation and adaptation actions by developing countries. As part of Canada’s overall international climate change activities, EC will also continue to support international clean technology efforts through a range of programs including the GMI, SLCFs, and bilateral partnerships such as the Canada China Working Group (CCWG) and the Canada Mexico Partnership (CMP). DFAIT will also participate, with EC, on the CCWG, the Intergovernmental Panel on Climate Change (IPCC) and the CMP. These efforts support outcomes at the final, intermediate and immediate levels about international cooperation on climate change and clean energy to ensure engagement in international climate change discussions while advancing Canada’s climate change priorities.

Through its International Climate Participation and Negotiations program, DFAIT will continue to participate in the UNFCCC negotiations towards the goal of reaching a fair, effective and comprehensive climate change agreement. In these negotiations DFAIT will continue to lead on certain issues. Additionally, DFAIT will continue to provide support to the Prime Minister, Ministers and Senior Officials for their participation in other international processes, including the G8, G20, the Commonwealth, and La Francophonie. DFAIT will continue to lead the integration of climate change issues into broader foreign policy priorities. DFAIT will continue to lead on bilateral and multilateral outreach through Canada’s network of diplomatic missions abroad on issues related to climate change. DFAIT will also continue to provide support and training to DFAIT staff to strengthen the knowledge of Foreign Service Officers on climate change issues, to allow them to engage effectively on these issues with foreign counterparts.

NRCan’s International Climate Change Participation and Negotiations program provides strategic policy advice to Government of Canada decision makers on key global climate change developments and other issues related to NRCan’s mandate. NRCan’s program supports the development of climate technology policies and positions that are aligned with Canada’s interests. The program also advances Canada’s international climate change objectives in a range of high-level climate change-related fora, including the UNFCCC and the CEM. Canada’s engagement in the CEM facilitates clean technology collaboration with major economies, including the U.S. and China. The program will lead Canada's participation in international initiatives on Carbon Capture Storage (CCS). NRCan will also work on forest carbon issues through contributing to international negotiations on GHG accounting and reporting rules for forest carbon, conducting analysis of key forest carbon options that contribute to climate change mitigation, and continuing to develop Canada’s National Forest Carbon Monitoring, Accounting and Reporting System. This system will provide forest-related information for Canada's 2013 National GHG Inventory Report to the UNFCCC. NRCan will engage with domestic stakeholders on forest carbon management and the role of forests in meeting Canada’s mitigation goals under international agreements.

International Climate Change Obligations

EC and DFAIT support Canada in meeting international obligations under the UNFCCC and Canada’s participation in several scientific organizations including the Inter American Institute for Global Change Research (IAI) and IPCC

EC’s International Climate Obligations activities include supporting IAI, an intergovernmental organization dedicated to augmenting global climate change research capacity and collaboration in the Americas, and, providing information in a useful and timely manner to policy makers. Canada is one of 19 member states of the lAI and a primary financial contributor. Canada's IAI membership enables Canada to influence the facilitation of scientific networks across North and South America and capacity building in Latin America. Many Canadian researchers benefit from the IAI through individual grants or collaborative activities on scientific issues important to a region. As well, Canada contributes funds to support the IPCC in assessing scientific, technical and socio-economic information that is key to understanding the risks of climate change and options for response.

Under its International Climate Obligations program, DFAIT will work with the UNFCCC secretariat to ensure that Canada’s assessed contribution to the core budget of the UNFCCC is paid in a timely fashion. Canada’s assessed contributions are part of the core budget for the UNFCCC that is negotiated by all Parties to the Convention. Funds are directed as per decisions by the Conference of the Parties. The provision of these funds is required as part of Canada’s obligations as a Party to the UNFCCC, and has allowed Canada to remain a participant in good standing. These funds combined with the contributions of other countries will enable the UNFCCC to continue to hold negotiating sessions in order to make progress towards a successful outcome including a post 2020 agreement.

Continue to Engage and Align with the U.S.

NRCan and EC work collaboratively with the U.S. Department of Energy to advance the Clean Energy Dialogue (CED). The overall objective of the CED is to enhance bilateral collaboration in the development and deployment of clean energy technologies in order to reduce GHG emissions and address climate change challenges.

The CED Secretariat housed within EC conducts research and analysis to identify opportunities for collaboration with the U.S. in the research, development and deployment of clean energy technologies; and monitors and analyzes relevant initiatives to reduce GHG emissions (domestically, continentally and globally). The CED Secretariat also engages with its U.S. counterpart in the Department of Energy and with key stakeholders to identify ways to facilitate and advance the implementation and delivery of CED projects and initiatives that will be identified in the Action Plan ll currently under development. The CED Secretariat works to advance the overall objectives of the CED; and, will prepare and deliver progress reports on the implementation of CED projects and initiatives outlined in CED Action Plan II.

In 2012-2013, the three CED working groups will implement the initiatives included in the CED Action Plan II. Under the Clean Energy Research & Development and Energy Efficiency working group, co-chaired by EC and NRCan, activities may include further analyses of Canada-U.S. dialogue in support of biofuels and bioenergy research and development. It is anticipated that NRCan will focus on implementation of projects on marine energy, transportation, buildings and communities and energy efficiency.

In 2012-2013, NRCan will continue to lead the CCS and the Electricity Grid working groups. Activities are expected to include, among others, technical collaboration on research, development and demonstration of CCS, sharing of best practices on CCS communications and public engagement, advancing smart grid technologies, and realizing the potential of power storage technologies.

3. Theme Financial Information

Federal Partner Programs	Total Allocation for 2011-13 ($ millions)	Planned Spending for 2012-13 ($ millions)
Figures exclude Public Works and Government Services Canada accommodation costs, and are rounded and may not add.
Environment Canada
Engagement and Alignment with U.S.	1.69	0.85
International Climate Change Obligations	0.68	0.34
International Climate Change Participation and Negotiations	9.33	4.53
Subtotal	11.70	5.72
Foreign Affairs and International Trade Canada
International Climate Change Obligations	0.95	0.48
International Climate Change Participation and Negotiations	2.84	1.42
Subtotal	3.79	1.90
Natural Resources Canada
Engagement and Alignment with U.S.	2.30	1.15
International Climate Change Participation and Negotiations (includes Forestry)	6.18	3.09
Subtotal	8.48	4.24
Theme Total	23.97	11.85

Clean Air Agenda 2012-2013 Horizontal Reports on Plans and Priorities – Theme Report: Adaptation

The Adaptation Theme focuses on supporting complementary initiatives for adapting to the impacts of climate change, rather than on reducing GHG emissions. These initiatives seek to reduce risk to communities, infrastructure and the health and safety of Canadians while realizing economic benefits and maintaining competitiveness from innovations responding to climate change.

The Adaptation Theme is comprised of programs from nine federal departments and agencies: Environment Canada (EC); Natural Resources Canada (NRCan); Aboriginal Affairs and Northern Development Canada (AANDC); Health Canada (HC); Public Health Agency of Canada (PHAC); Department of Fisheries and Oceans (DFO); Parks Canada Agency (PCA); Standards Council of Canada (SCC); and, Transport Canada (TC). The Theme is organized into four program streams: enhancing science foundations in order to assess and predict climate change impacts; enhancing public health and safety; building resilience in the North and climate sensitive Aboriginal communities; and, enhancing competitiveness in climate sensitive economic sectors.

Ultimately, work undertaken in this Theme by the contributing departments aims to reduce the vulnerability of individuals, communities, industry and regions to the impacts of climate change, while also building capacity to adapt through planning and taking action.

In the short term, programs will support communities and sectors in recognizing the need for adaptation and assess their risks and opportunities arising from climate change. Based on this knowledge, adaptation measures and plans to address these risks and take advantage of these opportunities will be identified and shared.

1. Theme Planning Highlights

In 2012-2013, several programs will fund projects to assist Aboriginal and northern communities in understanding and adapting to the changing climate. A call for research proposals will be sent to eligible northern communities, and Aboriginal communities and organizations to increase collaboration on climate change adaptation. Other northern initiatives include: ecosystem mapping and scenario modelling for select national parks; development of codes and standards related to northern infrastructure; and, the provision of new information for managing mine wastes in the North. Nationally, other programs will: provide foundational science-based information on Canada’s changing climate and future (physical) impacts; expand heat alert and response systems in at-risk communities across Canada; develop information tools and guidelines to support  preventative public health systems, develop an adaptation toolkit for forest sector decision-makers; and, engage with national industry organizations on risks and opportunities created by the changing climate for natural resource sectors. By Spring 2013, a climate change infectious disease toolkit will be developed to enhance the ability of the public health professionals and provincial and territorial governments to respond rapidly to vector- and water-borne disease events, and reduce and mitigate the occurrence of infectious diseases in general. In 2012-2013, four Large Basin Assessments for each of Canada’s three oceans and its inland waters will be completed.

2. Theme Expected Results

The adaptation programs complement each other in working on shared areas of focus: enhancing the science foundation to understand and predict climate and assess climate change impacts; enhancing public health and safety; building resilience in the North and climate-sensitive Aboriginal communities; and, enhancing the competitiveness of climate-sensitive economic sectors and systems across Canada.

Enhancing the Science Foundation

EC, DFO and PCA programs are working to address gaps in understanding the impacts and risks posed by climate change and to better understand ecological changes in Canada’s marine and northern terrestrial ecosystems.

EC’s Climate Change Prediction and Scenarios Program provides knowledge, scientific expertise, information and tools that are accessible to Canadians to improve their ability to adapt to climate change and variability from seasonal to decadal time scales, supporting federal, provincial, territorial and community adaptation planning and decision-making. It also provides policy analysis and research for issues associated with climate change adaptation, including implementation of the Federal Adaptation Policy Framework. Specifically, EC ensures Canada’s national climate modelling program is maintained through enhancements to and operation of global and regional climate models, and develops and improves climate change scenarios (including climate extremes). It also, ensures specialized information on climate extremes for infrastructure design, codes and standards are developed and/or updated. EC contributes to the IPCC and provide analysis, support and advice on climate change impacts and adaptation issues to senior officials.

DFO’s Aquatic Climate Change Adaptation Services Program will: conduct ocean and inland water risk assessments; initiate a research program to increase understanding of climate change impacts in relation to the Department’s mandate responsibilities; and, facilitate tool development, all in support of the Department in delivering on its three strategic outcomes. Four Large Basin Assessments (three oceans and inland waters) will focus on climate change impacts and vulnerabilities and will inform the Department’s program decision-makers, policy-makers and planners of the needs for adaptation, identify and prioritize risks and opportunities, and identify available options to adapt to climate change. Assessments are scheduled for completion in the fall of fiscal year 2012-2013 and will be used to inform competitive programs in fiscal 2013-2014. Funding proposals for research and tool development to be undertaken next fiscal year will be accepted and reviewed by the end of March, 2012. One technical committee will facilitate the work required for completion of the Large Basin Assessments and another will review proposals under the competitive funds.

PCA’s Understanding Climate-Driven Ecological Changes in Canada’s North program consults with park co-management boards, conducts process-based ecosystem mapping, and completes scenarios modeling and reporting to help communities understand the risks to important ecological services such as the availability of important country foods, recognize the need for adaptation, and discuss options for action. For example, by 2013 ecosystem mapping of Wapusk, Ivvavik and Torngat Mountains National Parks will be completed. PCA will also link key climate drivers to changing ecosystem composition and structure, and discuss how these changes might impact other ecosystem components (such as caribou and other species) and the ecological integrity of parks. This program supports communities in assessing the risks and opportunities arising from climate change, and provides them with options for adapting.

Enhancing Public Health and Safety

HC and the PHAC work to enable Canadians and existing systems (e.g., emergency response) to effectively respond to health-related climate risks.

PHAC’s Preventative Public Health Systems and Adaptation to a Changing Climate program informs decision-making in the public health system and develops adaptation strategies to prevent and mitigate the occurrence of disease, and increase Canadians’ capacity to prevent infectious diseases. Activities include: collecting information and developing tools about infectious diseases related to climate change; researching public health and water-borne and insect illness; developing scenario-based projections on the impacts of climate change on food and water safety; and, assessing the burden of gastrointestinal illness on vulnerable communities in the North.

HC’s Heat Alert and Response Systems (HARS) program aims to reduce the vulnerability of Canadians to extreme heat by promoting development of HARS in at-risk communities. The 2012-2013 year will represent the first heat season associated with the renewed program so efforts will be targeted to get research underway, negotiate contracts and agreements, and establish needed partnerships. Efforts will focus around expanding HARS to new at-risk communities, building capacity among target stakeholder groups, and conducting research to support information sharing, launching the Heat-Health Network, and the release of an on-line continuing education program for healthcare professionals accredited by the College of Family Physicians of Canada.  For example, guidelines will be developed to support public health and emergency management professionals in identifying community-specific thresholds for triggering heat alerts.

Building Resilience in the North

AANDC, SCC and HC support the development of safe, sustainable and prosperous northern and climate-sensitive Aboriginal communities through programs that assess climate risks and enable planning for adaptation, and integrate climate risks into codes and standards for northern infrastructure.

AANDC’s Climate Adaptation and Resilience Program for Aboriginals and Northerners will reduce vulnerability to climate change by supporting the assessment of, and adaptation to, climate change impacts in Aboriginal and northern communities. This program will work collaboratively with other government departments, Aboriginal organizations and communities to build capacity within communities to carry out vulnerability assessments and adaptation planning. Up to $250,000 in funding is available for each project to conduct vulnerability assessments, develop tools/methods/best practices, develop adaptation plans and share knowledge. The program aims to fund 10 projects in its first year and ultimately fund 90 projects over the life of the program.

AANDC and SCC will collaborate to deliver the Integrating Adaptation into Codes and Standards for Northern Infrastructure program. The Program will develop Codes, Standards and Related Instruments (CSRIs) to support more resilient infrastructure at a community level. 

AANDC and SCC will work together to support the Northern Advisory Committee.  In consultation with northern practitioners, committee members will confirm the climatic impacts and infrastructure categories requiring immediate attention. The committee will assess gaps and needs and identify international best management practices available for integrating climate change into CSRIs. In early 2012, SCC’s program will initiate a standardization process for the key infrastructure priority areas. It is anticipated that 3 to 5 new and/or revised CSRIs will be completed and capacity to implement these CSRIs will be built over the next 5 years.

In partnership with northern First Nations, Inuit and other organizations, HC’s Climate Change and Health Adaptation for Northern First Nations and Inuit Communities program supports communities in assessing their risks from climate change and developing appropriate adaptation measures to reduce these risks. Community-based research projects will focus on understanding climate change and health impacts, developing responses, communicating results and incorporating local and traditional knowledge.

HC will also increase collaboration on climate change adaptation by enhancing websites and training and utilizing webinars and teleconferencing through partnerships and agreements with key organizations such as the Assembly of First Nations and the Inuit Tapiriit Kanatami, the Dene Nation, the Council of Yukon First Nations, governments and academia.

Enhancing the Competitiveness

NRCan and TC work to help decision-makers across all levels of government and stakeholder groups understand the relevance of climate change to their operations and equip them with appropriate tools and information.

NRCan’s Enhancing Competitiveness in a Changing Climate program will deliver information and share expertise to improve the ability of decision-makers in Canada’s regions and targeted economic sectors to adapt. The Earth Sciences Sector will establish an Adaptation Platform to bring together knowledge, capacity and financial resources to efficiently and effectively facilitate adaptation action. In 2012-2013 it will establish a series of working groups that will address topics such as coastal management, economic analysis, and measuring progress on adaptation. The Mining and Metals Sector will deliver a report and a technical seminar to improve knowledge on the climate change impacts on mine waste management and effluent treatment in the North and offer practical adaptation technologies. The Canadian Forest Service’s project involves development of an adaptation toolkit, a prioritized list of indicators, and an initial tracking system that will improve the ability to track impacts of climate change for Canada’s forest sector.

TC’s Northern Transportation Adaptation Initiative will study, develop, and implement innovative science-based technologies to help improve the resiliency and adaptability of existing and future northern transportation infrastructure to ensure the safety, efficiency and environmental sustainability of that infrastructure. Partnerships with other federal government departments, territorial and provincial governments, academia and industry will ensure that the limited northern resources are maximized and that knowledge, best practices and adaptive solutions are shared amongst stakeholders. In 2012-2013, this initiative will bring together stakeholders through networks, workshops and discussion groups to share relevant knowledge and identify themes where gaps exist on specific problems such as increased ground water flow and airstrip and marine infrastructure vulnerabilities. Short and long-term knowledge gap studies and needs assessments will also be conducted in consultation with territorial governments.

3. Theme Financial Information

Federal Partner Programs	Total Allocation for 2011-16 ($ millions)	Planned Spending for 2012-13 ($ millions)
Figures exclude Public Works and Government Services Canada accommodation costs, and are rounded and may not add.
Aboriginal Affairs and Northern Development Canada
Climate Adaptation and Resilience Program for Aboriginals and Northerners	19.72	4.36
Integrating Adaptation into Codes and Standards for Northern Infrastructure	0.94	0.19
Subtotal	20.65	4.55
Environment Canada
Climate Change Prediction and Scenarios Program	28.82	5.76
Subtotal	28.82	5.76
Fisheries and Oceans Canada
Aquatic Climate Change Adaptation Services Program	16.42	5.14
Subtotal	16.42	5.14
Health Canada
Climate Change and Health Adaptation for Northern First Nations and Inuit Communities	9.86	2.32
Heat Alert and Response Systems	7.91	1.68
Subtotal	17.76	4.00
Natural Resources Canada
Enhancing Competitiveness in a Changing Climate	34.94	7.99
Subtotal	34.94	7.99
Parks Canada
Understanding Climate-Driven Ecological Changes in Canada's North	2.30	0.51
Subtotal	2.30	0.51
Public Health Agency of Canada
Preventative Public Health Systems and Adaptation to a Changing Climate	11.45	3.13
Subtotal	11.45	3.13
Standards Council of Canada
Integrating Adaptation into Codes and Standards for Northern Infrastructure	2.50	0.50
Subtotal	2.50	0.50
Transport Canada
Northern Transportation Adaptation Initiative	10.90	3.10
Subtotal	10.90	3.10
Theme Total	145.75	34.68