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Name of Transfer Payment Program: Airports Capital Assistance Program

Start date: April 1, 2010

End date: No sunset clause

Fiscal Year for Terms and Conditions: 2010-2011

Strategic Outcome: A safe transportation system

Program Activity: Aviation Safety

Description: The Airports Capital Assistance Program assists eligible applicants in financing capital projects related to safety.

Expected Results: Eligible airports meet the safety standards required for continued operation.

	($ millions)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants
Total Contributions	33.2	47.5	38.0	38.0
Total Other Types of Transfer Payments
Total Transfer Payments	33.2	47.5	38.0	38.0

Fiscal Year of Last Completed Evaluation: 2009-2010

Decision following the Results of Last Evaluation: Continuation

Fiscal Year of Planned Completion of Next Evaluation: 2014-2015

General Targeted Recipient Group: Airports that meet the program’s eligibility criteria (i.e., they are not owned or operated by the federal government; they meet certification requirements; they have at least 1,000 regularly scheduled commercial passengers per year).

Initiatives to Engage Applicants and Recipients: None. The program is well known throughout the airport industry.

Name of Transfer Payment Program: Asia-Pacific Gateway and Corridor Initiative Transportation Infrastructure Fund

Start date: October 20, 2006

End date: March 31, 2014

Fiscal Year for Terms and Conditions: 2008-2009

Strategic Outcome: An efficient transportation system

Program Activity: Gateways and Corridors

Description: The primary objective of the Asia-Pacific Gateway and Corridor Initiative Transportation Infrastructure Fund is to address capacity challenges facing Canada’s Asia-Pacific Gateway and Corridor transportation system. The Asia-Pacific Gateway and Corridor Initiative Transportation Infrastructure Fund provides funding for strategic infrastructure projects in British Columbia, Alberta, Saskatchewan and Manitoba that enhance the competitiveness, efficiency and capacity of Canada’s multimodal transportation network focused on international commerce with the Asia-Pacific region.

Expected Results: This transfer payment program will result in the completion and advancement of strategic infrastructure projects that contribute to the objectives of the Asia-Pacific Gateway and Corridor Initiative, and the identification of bottlenecks, capacity constraints and other impediments to the flow of trade.

	($ millions)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants
Total Contributions	96.4	203.1	57.5	0
Total Other Types of Transfer Payments
Total Transfer Payments	96.4	203.1	57.5	0

Fiscal Year of Last Completed Evaluation: The program has not yet been evaluated.

Decision following the Results of Last Evaluation: N/A

Fiscal Year of Planned Completion of Next Evaluation: 2011-2012

General Targeted Recipient Group: The targeted recipients are other levels of government, regional transportation authorities and transportation service providers from the private sector.

Initiatives to Engage Applicants and Recipients: Activities to engage applicants and recipients include dialogue and ongoing relationships, consistent with the related contribution agreements, as well as requirements for regular progress reports, site visits to project sites, Management Committee meetings, regular meetings (in person and by telephone), communications activities and initiatives to market programs, environmental assessment, aboriginal consultation, and project evaluation and reporting.

Name of Transfer Payment Program: Contribution to the Oshawa Harbour Commission

Start date: September 28, 2010

End date: December 31, 2015

Fiscal Year for Terms and Conditions: 2010-2011

Strategic Outcome: An efficient transportation system

Program Activity: Transporation Infrastructure

Description: The contribution to the Oshawa Harbour Commission is part of the settlement agreement between the City of Oshawa and the Crown. The funding will be used to transfer more industrial activities at the Port of Oshawa from the west wharf to the east wharf, and to cover fencing and landscaping costs. The contribution is part of a settlement agreement with the City of Oshawa. However, the contribution is being made to the Oshawa Harbour Commission because it is the most appropriate entity to oversee and manage construction on Oshawa Harbour Crown lands, since the commission already administers and manages the Crown’s port lands. This transfer payment program does not include repayable contributions.

Expected Results: The contribution is expected to have the following results:

• Users of the city’s parks and residential areas will be shielded from the port’s industrial operations once the fencing and landscaping projects are complete.
• Capacity and facilities on the east wharf will be increased to allow the transfer of the port’s more industrial activities from the west wharf to the east wharf. This will be measured through the completion of the port consolidation projects.

	($ millions)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants
Total Contributions	0.4	6.2	1.0	0.8
Total Other Types of Transfer Payments
Total Transfer Payments	0.4	6.2	1.0	0.8

Fiscal Year of Last Completed Evaluation: N/A

Decision following the Results of Last Evaluation: N/A

Fiscal Year of Planned Completion of Next Evaluation: Evaluation to be conducted by 2015.

General Targeted Recipient Group: The Oshawa Harbour Commission and its successor, the Canada Port Authority at Oshawa Harbour, which are for-profit organizations.

Initiatives to Engage Applicants and Recipients: Transport Canada will engage the recipient in the following manner: Inform of service standards and reporting requirements based on the risk profile of the recipient; maintain an ongoing dialogue to assess change and the progress of each project; follow-up as required on project activities, funding requirements and reporting requirements; and notify of the requirement to audit and inform of the audit findings.

Name of Transfer Payment Program: Ferry Services Contribution Program

Start date: 1941

End date: March 31, 2014

Fiscal Year for Terms and Conditions: 2010-2011

Strategic Outcome: An efficient transportation system

Program Activity: Transportation infrastructure

Description: The Ferry Services Contribution Program provides financial assistance to maintain three inter-provincial ferry services in Atlantic Canada and Eastern Quebec. More specifically, the contributions are for the service across the Northumberland Strait, between Wood Islands, Prince Edward Island, and Caribou, Nova Scotia, operated by Northumberland Ferries Ltd.; the service between Cap-aux-Meules, Îles de la Madeleine, Quebec, and Souris, Prince Edward Island, operated by CTMA Traversier Ltée; and the service between Saint John, New Brunswick, and Digby, Nova Scotia, operated by Bay Ferries Ltd.

Expected Results: The contribution is expected to have the following results:

• Ferry services in Atlantic Canada and Eastern Quebec will continue to be operational.
• Certain remote communities will have access to regional transportation options.
• Safe, efficient and reliable ferry services between Cap-aux-Meules, Îles de la Madeleine, and Souris, Prince Edward Island; Wood Islands, Prince Edward Island, and Caribou, Nova Scotia; and Saint John, New Brunswick, and Digby, Nova Scotia.

	($ millions)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants
Total Contributions	26.3	32.2	29.0	16.7
Total Other Types of Transfer Payments
Total Transfer Payments	26.3	32.2	29.0	16.7

Fiscal Year of Last Completed Evaluation: 2009-2010

Decision following the Results of Last Evaluation: Continuation

Fiscal Year of Planned Completion of Next Evaluation: 2014-2015

General Targeted Recipient Group: This program is developed for three ferry services operated by the following recipients: CTMA Traversier Ltée, Northumberland Ferries Ltd. and Bay Ferries Ltd. All three recipients are private companies.

Initiatives to Engage Applicants and Recipients: Transport Canada will engage the recipients in the following manner: Discuss and provide clear template-based contribution agreements, leases and charter party agreements; annually review and negotiate the performance objectives and budget required to deliver the ferry services as per the terms of the agreements; inform of service standards and reporting requirements based on the risk profile of each recipient; maintain an ongoing dialogue to assess change and progress through monthly conference calls with each recipient; follow-up as required on project activities, funding requirements and reporting requirements; and notify of the requirement to audit and inform of the audit findings.

Name of Transfer Payment Program: Gateways and Border Crossings Fund

Start date: February 7, 2008

End date: March 31, 2014

Fiscal Year for Terms and Conditions: Gateways and Border Crossings Fund terms and conditions were amended by the Treasury Board in 2009-2010.

Strategic Outcome: An efficient transportation system

Program Activity: Gateways and Corridors

Description: The Gateways and Border Crossings Fund is a merit-based program that funds transportation infrastructure and other related initiatives to develop and exploit Canada’s strategic gateways, trade corridors and border crossings, and to better integrate the national transportation system.

Expected Results: The Gateways and Border Crossings Fund is expected to result in:

• identification of bottlenecks, capacity constraints and other impediments to the flow of goods and people;
• completion of projects to improve highway, rail, air and marine capacity, intermodal links and connectors, and technology to improve efficiency;
• enhancement of the integration of the transportation system; and
• enhancement of economic competitiveness and productivity

	($ millions)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants
Total Contributions	111.0	812.6	602.4	0
Total Other Types of Transfer Payments
Total Transfer Payments	111.0	812.6	602.4	0

Fiscal Year of Last Completed Evaluation: An evaluation of this project has not yet been conducted. An implementation review was completed in 2009-2010, when most of the Gateways and Border Crossings Fund projects were at an early stage, and not ready to be evaluated for relevance and effectiveness. The implementation review served to validate the performance measurement approach proposed.

Decision following the Results of Last Evaluation: N/A

Fiscal Year of Planned Completion of Next Evaluation: An evaluation of the Gateways and Border Crossings Fund for relevance and effectiveness is to be completed in 2012-2013.

General Targeted Recipient Group: The Gateways and Border Crossings Fund targets other levels of government; public and private transportation authorities/agencies; regional/provincial/national/international associations and committees; not-for-profit organizations; private enterprises; and federal Crown corporations that own international bridges.

Initiatives to Engage Applicants and Recipients: The following initiatives are planned: targeted calls for project proposals; consultations and meetings with partners and stakeholders; and kiosks at gateway/trade-related conferences.  Agreement Management Committees are responsible for the management and administration of contribution agreements between Transport Canada and Gateways and Border Crossings Fund recipients.

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

Start date: April 18, 1977

End date: No sunset clause

Fiscal Year for Terms and Conditions: N/A; “named grant”

Strategic Outcome: An efficient transportation system

Program Activity: Transportation Infrastructure

Description: The grant to the Province of British Colombia gives financial assistance to provide ferry services in the waters of the province as part of a federal obligation to provide transportation links to the national transportation system from various regions and isolated areas of British Columbia.

Expected Results: The grant is expected to result in:

• transportation links to the national surface transportation system from various regions and isolated areas of British Columbia.

	($ millions)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	27.5	28.0	26.4	26.4
Total Contributions
Total Other Types of Transfer Payments
Total Transfer Payments	27.5	28.0	26.4	26.4

Fiscal Year of Last Completed Evaluation: Evaluations being finalised for fiscal year 2011-2012

Decision following the Results of Last Evaluation: Continuation

Fiscal Year of Planned Completion of Next Evaluation: 2015-2016

General Targeted Recipient Group: Other level of government

Initiatives to Engage Applicants and Recipients: N/A

Name of Transfer Payment Program: Northumberland Strait Crossing subsidy payment under the Northumberland Strait Crossing Act (Statutory)

Start date: May 31, 1997

End date: April 1, 2032

Fiscal Year for Terms and Conditions: The terms and conditions have not been reviewed since the commencement of the program, since there is a contractual agreement between the Government of Canada and Strait Crossing Development Inc.

Strategic Outcome: An efficient transportation system

Program Activity: Transportation Infrastructure

Description: The Northumberland Strait Crossing subsidy payments are made to the bridge operator to honour a constitutional obligation to provide a transportation link between Prince Edward Island and the mainland.

Expected Results: Federal funding is provided for continuous and efficient year-round transportation of people and goods between Prince Edward Island and the mainland to support an efficient, integrated and accessible transportation system.

	($ millions)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants
Total Contributions
Total Other Types of Transfer Payments	59.1	60.3	61.6	62.8
Total Transfer Payments	59.1	60.3	61.6	62.8

Fiscal Year of Last Completed Evaluation: The program has not been evaluated, given the contractual agreement between the Government of Canada and Strait Crossing Development Inc.

Decision following the Results of Last Evaluation: N/A

Fiscal Year of Planned Completion of Next Evaluation: There is no intention to conduct an evaluation, given the contractual agreement between the Government of Canada and Strait Crossing Development Inc.

General Targeted Recipient Group: The contractual agreement is between the Government of Canada and Strait Crossing Development Inc., a private company.

Initiatives to Engage Applicants and Recipients: None

Name of Transfer Payment Program: Outaouais Road Agreement

Start date: January 7, 1972

End date: No sunset clause

Fiscal Year for Terms and Conditions: The Treasury Board approved the renewal of the terms and conditions of this agreement in 2009-2010 with no end date.

Strategic Outcome: An efficient transportation system

Program Activity: Transportation Infrastructure

Description: Contributions to the Government of Quebec related to the Outaouais Road Agreement for highway improvements made to enhance overall efficiency and promote safety while encouraging regional and industrial development, and tourism.

Expected Results: The Highway 5 project is one of the principal remaining projects under the Outaouais Road Agreement. The project is divided into two phases: Phase I, in the municipality of Chelsea, was completed in November 2009; Phase II is divided into two sections, one section in the municipality of Chelsea and the other in the municipality of La Pêche. Construction began in February 2011 for the Chelsea section. For the La Pêche section, a contractor will soon be chosen following the tender process launched in November 2011 and construction is planned to begin in the winter of 2012. The Highway 5, Phase II, project will be in full construction in the fiscal year of 2012-2013. The project is scheduled to be complete by August 2013.

	($ millions)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants
Total Contributions	16.2	24.3	14.6	7.4
Total Other Types of Transfer Payments
Total Transfer Payments	16.2	24.3	14.6	7.4

Fiscal Year of Last Completed Evaluation: An evaluation was completed in March 2009, supporting Transport Canada’s submission to renew the terms and conditions of the agreement, and seeking funding for project implementation.

Decision following the Results of Last Evaluation: An action plan was prepared to address the recommendations of the evaluation report.

Fiscal Year of Planned Completion of Next Evaluation: Nothing planned for a subsequent evaluation.

General Targeted Recipient Group: The Government of Quebec is the eligible recipient under the Outaouais Road Agreement.

Initiatives to Engage Applicants and Recipients: This is not applicable to the Outaouais Road Agreement.

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

Start date: January 1, 1989

End date: Ongoing

Fiscal Year for Terms and Conditions: 2009-2010

Strategic Outcome: A safe transportation system

Program Activity: Rail Safety

Description: Payments made to railway companies and municipalities to improve safety at public road-railway grade crossings.

Expected Results: Safety improvements at grade crossings that result in accident and incident reductions.

	($ millions)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	0.3	0.3	0.3	0.3
Total Contributions	12.3	12.8	12.8	12.9
Total Other Types of Transfer Payments
Total Transfer Payments	12.6	13.1	13.1	13.2

Fiscal Year of Last Completed Evaluation: 2009-2010

Decision following the Results of Last Evaluation: Continuation

Fiscal Year of Planned Completion of Next Evaluation: 2014-2015

General Targeted Recipient Group: Road authorities / rail companies

Initiatives to Engage Applicants and Recipients:

• quarterly conference calls with key recipients
• Transport Canada’s website
• Rail Safety Program Outreach activities

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

Performance Measure	RPP	DPR
Target Status
Number of completed new construction, build-to-lease and major renovation projects in the given fiscal year, as per the departmental strategic framework (Optional in fiscal year (FY) 2011-2012)	0
Number of completed new construction, build-to-lease and major renovation projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per the departmental strategic framework (Optional in FY 2011-2012)	0
Existence of strategic framework (Optional in the 2011-2012 Report on Plans and Priorities [RPP])	Yes: completed March 2012

Strategies / Comments

1. Minimum level of environmental performance: leed nc Silver, Green Globes Design 3 Globes, or equivalent.
2. Appropriate threshold (dollar value or floor area): $1 million and 1,000m².
3. Applicable building types: All Transport Canada-owned buildings over 1,000m² occupied by Transport Canada employees, including airport hangars, terminal buildings, maintenance/garage buildings and warehouses.
4. Transport Canada’s strategies have been developed and incorporated into the strategic framework.
5. Transport Canada’s implementation plan includes all of the required elements and non-mandatory information specified in the Guideline for Greening Services Procurement. In the spirit of transparency and accountability, our Green Building implementation plan can be found online.

8.2 As of April 1, 2012, and pursuant to departmental strategic frameworks, existing crown buildings over 1000m² will be assessed for environmental performance using an industry-recognized assessment tool 2.

Performance Measure		RPP	DPR
Target Status
Number of buildings over 1,000m2, as per departmental strategic framework (Optional in FY 2011-2012)		17
Percentage of buildings over 1,000m2 that have been assessed using an industry-recognized assessment tool, as per the departmental strategic framework	FY 2011-12	N/A
	FY 2012-13	0
	FY 2013-14	100
Existence of strategic framework (Optional in RPP 2011-2012)		Yes: completed March 2012

Strategies / Comments

1. Minimum level of assessment: boma best, Green Globes or equivalent.
2. Appropriate threshold (dollar value or floor area): 1,000m².
3. Applicable building types: All Transport Canada-owned buildings over 1,000m² occupied by Transport Canada employees.
4. Transport Canada’s strategies have been developed and incorporated into the strategic framework.
5. Transport Canada’s implementation plan includes all of the required elements and non-mandatory information specified in the Guideline for Greening Services Procurement. In the spirit of transparency and accountability, our Green Building implementation plan can be found online.

8.3 As of April 1, 2012, and pursuant to departmental strategic frameworks, new lease or lease renewal projects over 1000m², where the Crown is the major lessee, will be assessed for environmental performance using an industry-recognized assessment tool 3.

Performance Measure	RPP	DPR
Target Status
Number of completed lease and lease renewal projects over 1,000m2 in the given fiscal year, as per the departmental strategic framework (Optional in FY 2011-2012)	0
Number of completed lease and lease renewal projects over 1,000m2 that were assessed using an industry-recognized assessment tool in the given fiscal year, as per the departmental strategic framework (Optional in FY 2011-2012)	0
Existence of strategic framework (Optional in RPP 2011-2012)	Yes: completed March 2012

Strategies / Comments

1. Minimum level of assessment: boma best, an appropriately tailored BOMA.
2. Appropriate threshold (dollar value or floor area): $1 million and 1,000m².
3. Applicable building types: Any building occupied by Transport Canada employees, where Transport Canada is the major lessee.
4. Transport Canada’s strategies have been developed and incorporated into the strategic framework.
5. Transport Canada’s implementation plan includes all of the required elements and non-mandatory information specified in the Guideline for Greening Services Procurement. In the spirit of transparency and accountability, our Green Building implementation plan can be found online.

8.4 As of April 1, 2012, and pursuant to departmental strategic frameworks, fit-up and refit projects will achieve an industry-recognized level of high environmental performance 4.

Performance Measure	RPP	DPR
Target Status
Number of completed fit-up and refit projects in the given fiscal year, as per the departmental strategic framework (Optional in FY 2011-2012)	0
Number of completed fit-up and refit projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per the departmental strategic framework (Optional in FY 2011-2012)	0
Existence of strategic framework (Optional in RPP 2011-2012)	Yes: completed March 2012

Strategies / Comments

1. Minimum level of environmental performance: leed ci Silver, Green Globes Fit-Up 3 Globes or equivalent.
2. Appropriate threshold (dollar value or floor area): $1 million and 1,000m².
3. Applicable building types: All Transport Canada-owned buildings with office space greater than 1,000m² that are occupied by Transport Canada employees.
4. Transport Canada’s strategies have been developed and incorporated into the strategic framework.
5. Transport Canada’s implementation plan includes all of the required elements and non-mandatory information specified in the Guideline for Greening Services Procurement. In the spirit of transparency and accountability, our Green Building implementation plan can be found online.

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

Performance Measure		RPP	DPR
Target Status
Departmental GHG reduction target: Percentage of absolute reduction in GHG emissions by fiscal year 2020-2021, relative to fiscal year 2005-2006		21
Departmental GHG emissions in fiscal year 2005-2006, in kilotonnes of CO2 equivalent		64.26
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent.	FY 2011-12	53.66
	FY 2012-13	53.34
	FY 2013-14	53.01
	FY 2014-15	52.69
	FY 2015-16	52.37
	FY 2016-17	52.05
	FY 2017-18	51.73
	FY 2018-19	51.41
	FY 2019-20	51.09
	FY 2020-21	50.77
Percent change in departmental GHG emissions from fiscal year 2005-2006 to the end of the given fiscal year.	FY 2011-12	16
	FY 2012-13	16.5
	FY 2013-14	17
	FY 2014-15	17.5
	FY 2015-16	18
	FY 2016-17	18.5
	FY 2017-18	19
	FY 2018-19	19.5
	FY 2019-20	20
	FY 2020-21	21
Existence of an implementation plan to reduce GHG emissions.		Yes: completed November 2011

Strategies / Comments

1. Targeted GHG emission sources include facilities and fleet.
2. Exclusions: Guardhouses where energy consumption is minimal and that are used for security reasons, where billing includes other electrical costs that cannot be separated (three in total).
3. Identify any changes to the departmental GHG reduction target, as per changing operational requirements, newly available data and/or available resources: No changes since 2011-2012.
4. Identify key components of the departmental implementation plan to reduce greenhouse gas emission levels, as per the first mandatory implementation strategy for target 8.5 in the Federal Sustainable Development Strategy:
   
   
   • annual reporting;
   • maintenance and renovation planning;
   • working with building landlords;
   • innovative technology strategies;
   • awareness and promotional programs aimed at employees;
   • continuous fleet management; and
   • leadership vehicles.
5. Transport Canada’s implementation plan includes all of the required elements and non-mandatory information specified in the Guideline to Greening Services Procurement. In the spirit of transparency and accountability, our Greenhouse Gas Reduction implementation plan can be found online.

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

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

Strategies / Comments

1. Definition of location: Number of locations is six, based on consolidated responsibility for waste disposal at the regional office level, including the National Capital Region.
2. Transport Canada’s implementation plan includes all of the required elements and non-mandatory information specified in the Guideline for Greening Procurement Services. In the spirit of transparency and accountability, our EEE waste implementation plan can be found online.

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

Performance Measure		RPP	DPR
Target Status
Ratio of departmental office employees to printing units in FY 2010-2011, where building occupancy levels, security considerations and space configuration allow (Optional)		N/A
Ratio of departmental office employees to printing units at the end of the given FY, where building occupancy levels, security considerations and space configuration allow.	FY 2011-12	5:1
	FY 2012-13	8:1
	FY 2013-14	10:1

Strategies / Comments

1. Definition: Multifunctional devices, desktop printers, network printers, photocopiers and faxes.
2. Scope: The department is in the process of determining the possibility of meeting the 8:1 ratio at Transport Canada buildings across the nation, based on building occupancy levels, security considerations and space configurations. While some buildings may have a smaller ratio due to the above-mentioned considerations, on average, the department will meet this target for all employees (100 per cent).
3. Method used for determining number of printing units: Information Management / Information Technology (Corprate Services) is leading a departmental initiative to inventory (via electronic and manual means) all printing units.
4. Method used for determining number of office employees: Number of Transport Canada unique user identifications as validated against Human Resources (HR) statistics (6,192 employees).
5. Transport Canada’s implementation plan includes all of the required elements and non-mandatory information specified in the Guideline for Greening Services Procurement. In the spirit of transparency and accountability, our Printing Unit Reduction implementation plan can be found online.

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

Performance Measure		RPP	DPR
Target Status
Number of sheets of internal office paper purchased or consumed per office employee in the baseline year selected, as per the departmental scope (Optional in RPP 2011-2012)		9,030 sheets per departmental employee in 2010-2011
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to the baseline year selected (Optional in RPP 2011-2012)	FY 2011-12	N/A
	FY 2012-13	5
	FY 2013-14	20

Strategies / Comments

1. Scope: Our department has elected to include all departmental employees, instead of just office employees.
2. Method used for determining paper consumption: Information available within the department.
3. Justification for change in methodology from 2011-2012 RPP: Further analysis and better data availability prompted the modification of the methodology.
4. Method used for determining the number of office employees: Number of Transport Canada unique user identifications as validated against HR statistics.          
5. Number of office employees subject to the target: 6,192 (based on 2011-2012 available data).
6. Transport Canada’s implementation plan includes all of the required elements and non-mandatory information specified in the Guideline for Greening Services Procurement. In the spirit of transparency and accountability, our Paper Consumption implementation plan can be found online.

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

Performance Measure	RPP	DPR
Target Status
Existence of a green meeting guide (Optional in RPP 2011-2012)	Yes: adopted and approved in 2010

Strategies / Comments

1. Adoption: Transport Canada has incorporated Environment Canada’s green meeting guide into its environmental management system and has developed an internal Web page to link Transport Canada employees to the document.
2. Transport Canada’s implementation plan includes all of the required elements and non-mandatory information specified in the Guideline for Greening Sevices Procurement. In the spirit of transparency and accountability, our Green Meeting implementation plan can be found online.

By March 31, 2014, 80 per cent of all vehicles purchased annually are right sized for operational needs, fuel-efficient vehicles in their class in the Government Motor Vehicle Ordering Guide, and/or alternative fuel vehicles.

Performance Measure	RPP	DPR
Target Status
Number of vehicle purchases that meet the target relative to the total number of all vehicle purchases in the given year.	52 expected to meet target 65 expected purchases in total
Progress against measure in the given fiscal year.	80%

Strategies / Comments

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

Other Reporting Considerations

1. Transport Canada’s implementation plan includes all of the required elements and non-mandatory information specified in the Guideline for Greening Services Procurement. In the spirit of transparency and accountability, our Green Procurement implementation plan can be found online.

As of April 1, 2012, all office computers will have a minimum average of a four-year life in the department.

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

Strategies / Comments

Why this self-selected target is smart

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

Other Reporting Considerations

1. Transport Canada’s implementation plan includes all of the required elements and non-mandatory information specified in the Guideline for Greening Services Procurement. In the spirit of transparency and accountability, our Green Procurement implementation plan can be found online.

By March 31, 2014, 100 per cent of copy paper purchases contain a minimum of 30 per cent recycled fibres and have forest management certification, or ecologo 5 or equivalent certification.

Performance Measure	RPP	DPR
Target Status
Volume of paper purchases meeting the target relative to the total volume of all paper purchases in the given year	Baseline: 81% in FY 2010-2011
Progress against measure in the given fiscal year.	83% in 2012-2013

Strategies / Comments

Why this self-selected target is smart

1. Specific: Refers to a specific type of commodity.
2. Measurable: Information available within the department. Justification for change from FY 2010-2011: further analysis and better data availability prompted the modification of the methodology.
3. Achievable: Departmental bulletin mandating that copy purchases contain a minimum of 30 per cent recycled fibres and have forest management certification, or ecologom, or equivalent certification.
4. Relevant: High rating according to the environmental issue impact assessment.
5. Time-bound: Date established for target implementation and completion.

Other Reporting Considerations

1. Baseline: 2010-2011 statistics from information available within the department. Justification of change in methodology from fiscal year 2011-2012: Further analysis and better data availability.
2. Transport Canada’s implementation plan includes all of the required elements and non-mandatory information specified in the Guideline for Greening Procurement Services. In the spirit of transparency and accountability, our Paper Consumption implementation plan can be found online.

Training for Select Employees.

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

Performance Measure	RPP	DPR
Target Status
Number of designated contracting specialists who have completed training relative to the total number of material managers and procurement personnel	N/A	N/A
Number of new acquisition cardholders who have completed training relative to the total number of acquisition cardholders	N/A	N/A
Progress against measure in the given fiscal year.	50% of designated contracting specialists and 60% of new acquisition cardholders

Strategies / Comments

1. Why this self-selected target is smart
2. Specific: Refers to a specific type of training and purchasing mechanism.
3. Measurable: Combination of manual, HR and financial systems.
4. Achievable: Departmental policy mandating participation in a green procurement course.
5. Relevant: Main requirement of the Policy on Green Procurement.
6. Time-bound: Date established for target implementation and completion.

Other Reporting Considerations The performance measure was slightly modified from the 2011-2012 Report on Plans and Priorities to match the target wording.

1. Transport Canada’s implementation plan includes all of the required elements and non-mandatory information specified in the Guideline for Greening Services Procurement. In the spirit of transparency and accountability, our Green Procurement implementation plan can be found online.

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

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

Performance Measure	RPP	DPR
Target Status
Number of performance evaluations of identified positions that have environmental consideration clauses relative to the total of identified positions	N/A	N/A
Progress against measure in the given fiscal year.	90%

Strategies / Comments

Why this self-selected target is smart

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

Other Reporting Considerations

1. Transport Canada’s implementation plan includes all of the required elements and non-mandatory information specified in the Guideline for Greening Services Procurement. In the spirit of transparency and accountability, our Green Procurement implementation plan can be found online.

Management processes and controls.

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

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

Strategies / Comments

Why this self-selected target is smart

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

Other Reporting Considerations

1. Transport Canada’s implementation plan includes all of the required elements and non-mandatory information specified in the Guideline for Greening Services Procurement. In the spirit of transparency and accountability, our Green Procurement implementation plan can be found online.

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

Performance Measure	RPP	DPR
Quantity of emissions offset in the given FY (Optional for all RPPs)	N/A

Strategies / Comments

N/A

Name of Horizontal Initiative: Asia-Pacific Gateway and Corridor Initiative

Name of lead department(s): Transport Canada

Lead department program activity: PA 1.2 Gateways and Corridors

Start date of the Horizontal Initiative: October 19, 2006

End date of the Horizontal Initiative: March 31, 2014

Total federal funding allocation (start to end date): $1.045 billion

Description of the Horizontal Initiative (including funding agreement):

The Asia-Pacific Gateway and Corridor Initiative is an integrated package of investment and policy measures that will advance the capacity and efficiency of the Asia-Pacific Gateway and Corridor, and strengthen Canada’s competitive position in global commerce. It reflects the Government of Canada’s undertaking to work in partnership with provincial governments, private-sector leaders and other stakeholders to further develop and exploit Western Canada’s geographic advantage and strong transportation system. The initiative seeks to establish Canada’s Asia-Pacific Gateway and Corridor as the best transportation network facilitating global supply chains between North America and Asia.

Shared outcome(s):

The following are planned shared outcomes and activities for the Asia-Pacific Gateway and Corridor Initiative.

Key themes include:

• Gateway capacity — Strategic infrastructure investments and network improvements;
• Competitiveness — Increase Canada’s share of Asia-Pacific commerce to North America;
• Efficiency and reliability — Improve movement of goods throughout supply chains;
• Security and border efficiency — Establish a secure and efficient transportation network linking Canadian and North American markets; and
• Integrative policy frameworks and regulations that address new approaches to governance.

Ultimate outcomes:

• Boost Canada’s commerce with the Asia-Pacific region.
• Increase the gateway’s share of North American-bound container imports from Asia.
• Improve the efficiency and reliability of the gateway for Canadian and North American exports and imports.
• Ensure travel routes are safe, open to throughway traffic and minimize environmental impacts.

Governance structure(s):

The Minister for the Asia-Pacific Gateway is the champion for this initiative, with support from Transport Canada. The Minister of Transport, Infrastructure and Communities is accountable for the management of resources in the Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund. These two ministers are jointly responsible for the Asia-Pacific Gateway and Corridor Initiative.

The Asia-Pacific Gateway and Corridor Initiative is a horizontal initiative involving six other key federal departments/agencies in its development and implementation. While each is ultimately accountable for its own programs, activities and associated resources from the Asia-Pacific Gateway and Corridor Initiative fund, these six federal departments/agencies are also responsible for contributing to the overarching objectives of the initiative. Each federal partner is accountable for the day-to-day management of its respective component of the Asia-Pacific Gateway and Corridor Initiative Furthermore, each department or agency is expected to provide regular updates to the two lead ministers through the Asia-Pacific Gateway and Corridor Initiative’s Interdepartmental Steering Committee.

An overall horizontal performance framework was prepared in collaboration with all the departments/agencies involved in the Asia-Pacific Gateway and Corridor Initiative. This framework provides a sound, coordinated and ongoing performance measurement and evaluation strategy to assess the overall implementation process of the initiative. Partner departments/agencies and their roles in the initiative are as follows:

Transport Canada

Transport Canada, as the lead department for the Asia-Pacific Gateway and Corridor Initiative, reports to the Minister for the Asia-Pacific Gateway and to the Minister of Transport, Infrastructure and Communities. Transport Canada is responsible for the ongoing coordination, management, integration and strategic development and implementation of the initiative overall. Other federal departments and agencies, the four western provinces and stakeholders from the private sector are consulted and involved in building consensus on decisions related to the initiative.

Transport Canada is also responsible for the management of the Asia-Pacific Gateway and Corridor Initiative Transportation Infrastructure Fund, whose primary objective is to address capacity challenges facing the Asia-Pacific Gateway and Corridor. The projects funded under the Transportation Infrastructure Fund will enhance the competitiveness, efficiency and capacity of Canada’s multimodal transportation network and will be focused specifically on the movement of international commerce between the Asia-Pacific region and North America.

While transportation infrastructure is at its core, the initiative also focuses on interconnected issues that impact the further development and exploitation of the Asia-Pacific Gateway and Corridor. Transport Canada is engaged in a number of non-infrastructure, competitiveness measures, including:

• building and supporting partnerships to address cross-cutting issues that impact the Asia-Pacific Gateway and Corridor system — this includes, for example, a Gateway Performance Table that brings together carriers, shippers, importers, exporters, the federal government, the provincial government, Port Metro Vancouver and Port of Prince Rupert to make the gateway and the supply chain as efficient as possible;
• developing evidence-based measures of supply chain performance to assess the reliability and fluidity of trade logistics activities and overall supply chain competitiveness, in partnership with stakeholders representing all modes of transport, and conducting research on system capacity; and
• deepening international partnerships with industrialized and emerging economies in Asia, promoting exchanges and the sharing of best practices with a focus on improving gateways and trans-Pacific supply chains. For example, Transport Canada is collaborating with China on measures to advance the trade logistics sectors in both countries and improve supply chain visibility.

Foreign Affairs and International Trade Canada

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

The international marketing strategy included targeted communication products; outgoing and incoming missions; and showcasing of the Asia-Pacific Gateway and Corridor’s advantages at key trade, investment and technology shows, conferences and seminars in Canada, the Asia-Pacific, Europe and North America. Foreign Affairs and International Trade Canada missions abroad were actively engaged in advancing Canada as the gateway and corridor of choice, and also encouraged investment and technology transfer, and provided intelligence to Canada to support policy development and help determine what messages resonated in target markets.

Foreign Affairs and International Trade Canada established a core group of knowledgeable trade commissioners from Asia-Pacific and North American missions to support the government’s objective of establishing Canada as the gateway and corridor of choice between North America and the Asia-Pacific.

Canada Border Services Agency

Canada Border Services Agency was responsible for implementing a marine container inspection operation located at the Port of Prince Rupert. The marine container inspection operation ensures that containers arriving from other countries are properly inspected using state-of-the art technology. Canada Border Services Agency has also continued to refine its operations to ensure effective and efficient delivery of its programs and has developed partnerships with various stakeholders to reinforce supply chain security.

Parks Canada Agency

Parks Canada is responsible for the maintenance and recapitalization of highways that pass through national parks, including the Trans-Canada Highway. The Trans-Canada Highway is a major pan-Canadian highway that connects the West Coast and its Asia-Pacific linkages to the rest of Canada, especially markets in the western provinces.

Parks Canada has twinned a 10-kilometre section of the congested Trans-Canada Highway through the Banff National Park of Canada that will result in improved capacity and efficiency. The funding provided by the Asia-Pacific Gateway and Corridor Initiative has helped to ensure the timely completion of this section of highway upgrading and hence support the initiative’s objective of improving the movement of goods through the Asia-Pacific Gateway and Corridor.

Western Economic Diversification Canada

Western Economic Diversification Canada was responsible for an initiative to increase business opportunities and awareness of the Asia-Pacific Gateway and Corridor Initiative called “Seizing the Gateway Opportunity: Western Canada and the Asia Pacific Challenge.” Western Economic Diversification Canada also funded dredging work on the Fraser River to maintain a competitive shipping channel.

As part of “Seizing the Gateway Opportunity,” Western Economic Diversification Canada supported research on successful gateway economies and how best to capitalize on the long-term, value-added economic opportunities presented by the rise of the Asia-Pacific market; case studies of successful Canadian small and medium-sized enterprises in the Asia-Pacific market; a Canadian presence at the China International Fair for Investment and Trade; a study tour of Western Canadian innovation capabilities by trade commissioners from Canadian posts in the Asia-Pacific; and an assessment of community-level needs in Saskatchewan and Manitoba for doing business in and with Asia.

Western Economic Diversification Canada provided a $4-million grant over two years to the Fraser River Port Authority to support dredging activities on the Fraser River shipping channel. This funding provided the Fraser River Port Authority with the capacity to maintain its existing business and position itself to attract new business, thereby taking advantage of Asia-Pacific Gateway opportunities. This temporary measure enabled the port to accommodate increasingly large shipping vessels, until a long-term solution is developed to provide for self-sustaining access to port facilities.

Human Resources and skills Development Canada

Human Resources and Skills Development Canada is responsible for the Asia Pacific Gateway Skills Table (the Skills Table). Modelled on the Sector Council Program, the Skills Table was launched in September 2008 to help address the skills and human resources pressure issues related to the Asia-Pacific Gateway and Corridor Initiative. The development of the Skills Table follows a one-year fast-track consultative and planning process designed to inform Asia-Pacific Gateway and Corridor Initiative’s future policy direction and investment decisions.

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

The Skills Table acts as a clearinghouse, ensuring sharing of data, projects, timetables, strategies, recruitment and retention practices, and related ideas. It provides a focused forum to identify, coordinate and leverage investments to address skills issues related to the Asia-Pacific Gateway.

Planning Highlights:

Implemented in 2006, the Asia-Pacific Gateway and Corridor Initiative is Canada’s most advanced gateway strategy. It is an integrated competitiveness strategy that brings together stakeholders from across transportation modes in the public and private sectors to address issues affecting overall supply chain efficiency, reliability and performance. Moving forward, Transport Canada will support the important work that remains to be done on many strategic infrastructure projects announced as part of the initiative to ensure that these are advanced and completed. Transport Canada will also continue to advance measures designed to improve the efficiency and reliability of the Asia-Pacific Gateway and, in turn, its overall competitiveness. Continued international outreach and engagement will be undertaken with countries in Asia to deepen collaborative relationships and exchanges, and to attract more trade to Canada. With a focus on maintaining our competitive advantage and capitalizing on emerging opportunities that support broader Government of Canada economic objectives, Transport Canada is prioritizing program activities for the remaining years of the mandate.

Federal Partner: Transport Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($000s)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-2013
Gateways and Corridors	Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund	944,311	201,662
	Competitiveness Investment	12,348	1,446
	Coordination and Management	6,460	0
	Fast-Track Process	2,300	0
Total		965,419	203,108

Expected Results for 2012-2013:

• Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund
  • Maximization of the efficiency of the supply chain through the identification of bottlenecks, capacity constraints and other impediments to the flow of goods.
  • Completion of projects to improve highway, rail and marine capacity, and of intermodal links and connectors to improve the efficiency and reliability of Canada’s Asia-Pacific Gateway and Corridor.
• Competitiveness Investment
  • Improved competitiveness of the Asia-Pacific Gateway through the continued development and publication of supply chain performance measures, the monitoring of industry trends and best practices, and examination of system capacity issues.
  • Analysis of the Asia-Pacific Gateway and Corridor transportation system to support its optimization for imports and exports to and from Canada and North America.
  • Identification of opportunities to help fully utilize marine container capacity to aid exporters, including small and medium–sized enterprises, in accessing Asia-Pacific markets.
  • Continued collaboration at the government and private-sector level in China under the terms of existing agreements and expanded gateway outreach with other key Asia-Pacific economies.
• Coordination and Management
  • Funding for this function sunset in fiscal year 2010-2011, although Transport Canada continues to explore ways of continuing this support to the remainder of the mandate.
• Fast-Track Process
  • N/A (Completed in 2007-2008)

Federal Partner: Foreign Affairs and International Trade Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($000s)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-2013
International Commerce — Managing and delivering commerce services and advice to Canadian business	Marketing the Asia-Pacific Gateway and Corridor Initiative	7,000	0
Total		7,000	0

Expected Results for 2012-2013: N/A (completed in 2009-2010)

Federal Partner: Canada Border Services Agency

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($000s)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-2013
	Marine Container Inspection Operation at Port of Prince Rupert	28,000	0
Total		28,000	0

Expected Results for 2012-2013: N/A (completed in 2009-2010)

Federal Partner: Parks Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($000s)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-2013
Throughway management	Banff Trans-Canada Highway Twinning	37,000	0
Total		37,000	0

Expected Results for 2012-2013: N/A (completed in 2010-2011)

Federal Partner: Western Economic Diversification Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($000s)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-2013
Business development and entrepreneurship	Seizing the Gateway opportunity	400	0
	Dredging the Fraser River	4,000	0
Total		4,400	0

Expected Results for 2012-2013:

• Seizing the Gateway opportunity
  • N/A (completed in 2008-2009)
• Dredging the Fraser River
  • N/A (completed in 2007-2008)

Federal Partner: Human Resources and Skills Development Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($000s)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-2013
Skills and Labour Pressure	Asia-Pacific Gateway and Corridor Skills Table	3,000	0
Total		3,000	0

Expected Results for 2012-2013: N/A (completed in 2011-2012)

Total Allocation For All Federal Partners (from Start to End Date) ($000s)	Total Planned Spending for All Federal Partners for 2012-2013 ($000s)
1,045,000*	203,108

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

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

Contact information:

Paul Sandhar-Cruz
Director, Pacific Gateway Coordination
Transport Canada
613-949-0654
paul.sandhar-cruz@tc.gc.ca

Name of Horizontal Initiative: Marine Security

Name of lead department(s): Transport Canada

Lead department program activity: Marine Security

Start date of the Horizontal Initiative: Budget 2001

End date of the Horizontal Initiative: Ongoing

Total federal funding allocation (start to end date): Not applicable

Description of the Horizontal Initiative (including funding agreement):

Marine Security is a horizontal initiative aimed at improving the security of Canada’s marine domain, including territorial waters, and inland waterways, and at Canadian ports. Elements of this initiative include:

• Increased domain awareness, surveillance and tracking of marine traffic;
• Improved coordination and cooperation on marine security, including the development of Marine Security Operations Centres;
• Security clearance program for marine sector employees;
• Implementing new detection equipment in Canadian ports to monitor containers;
• Additional resources for emergency and law enforcement response capacity in the marine domain; and
• International initiatives, which will ensure that Canada will meet current international standards and obligations, including those being developed by the International Maritime Organization.

Shared outcome(s):

The following are planned shared outcomes and activities in marine security.

Key areas include:

• Domain awareness – Canada’s surveillance and awareness efforts within marine areas;
• Responsiveness – enforcement efforts in cooperation with all relevant police forces and security agencies;
• Safeguarding – efforts to enhance the physical security of marine infrastructure or other critical infrastructure in or around marine areas; and
• Collaboration – efforts in support of all other activities to ensure that the various federal departments and agencies with responsibility for marine security, as well as their partners, communicate and cooperate fully to secure Canada’s marine domain.
• Resilience – efforts to ensure that Canada’s maritime transportation system prepares for and can recover in a timely manner from major disruptions due to a significant supply chain disruption. Resilience includes the steady and expedient recovery from the effects of threats to maritime activities.

Immediate Outcomes:

• Increased surveillance and awareness of marine security environment;
• Increased on-water presence;
• Increased security measures at ports and marine facilities;
• Increased capability to respond to marine threats;
• Increased stakeholder awareness and understanding;
• Increased stakeholder ability to meet marine security requirements; and
• Increased cooperation between government departments and agencies involved with marine security.

Intermediate Outcomes:

• Effective domain awareness;
• Rapid and effective response to marine threats and incidents;
• Security-conscious culture among stakeholders;
• Stakeholder compliance with security regulations; and,
• Increased collaboration: internationally, industry partners, multilateral organizations, provinces and municipalities.

Ultimate Outcomes:

• An effective and efficient marine security system; and
• High public confidence in Canada’s marine security system.

Strategic Outcome:

• A marine system that contributes to the security, safety and prosperity of Canadians and of our allies.
  

Governance structure(s):

The Government of Canada created the Interdepartmental Marine Security Working Group, chaired by Transport Canada, to identify and coordinate federal actions in support of Canada’s objectives with regard to public security and anti-terrorism in the marine domain, as well as its international marine security obligations. Under the guidance of the Working Group, key departments are responsible for the following:

Transport Canada

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

Fisheries and Oceans Canada/Canadian Coast Guard

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

Public Safety Canada

Public Safety Canada is Canada’s lead department for public safety. The Department coordinates efforts with portfolio agencies, federal partners, other levels of government (including international partners) and stakeholders in building national policies and programs dealing with national security, emergency management, law enforcement, corrections, crime prevention and border integrity. This includes, for example, the development and implementation of marine-based counter-terrorism exercises.

Canada Border Services Agency

The Agency’s mandate is to manage the nation’s borders at ports of entry by administering and enforcing the domestic laws that govern trade and travel, as well as international agreements and conventions. The work of the Agency includes identifying and interdicting high-risk individuals and goods, working with law enforcement agencies to maintain border integrity and engaging in enforcement activities, which include seizure of goods, arrests, detentions, investigations, hearings and removals.

Royal Canadian Mounted Police

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

National Defence

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

Planning Highlights:

Federal Partner: Transport Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($000s)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Marine Security	Oversight and Enforcement	54,070	6,810
	Marine Security Coordination Fund	16,200	2,000
	Marine Security Policy and Interdepartmental Coordination	5,000	952
	Marine Transportation Security Clearance Program	11,800	1,848
	Great Lakes/St. Lawrence Seaway Marine Security Operations Centre (design team)	9,102	1,904
	Coastal Marine Security Operations Centre	3,800	3,800
Total		99,972	17,314

Expected Results:

• Oversight and Enforcement:
  • Effective security measures at ports and marine facilities;
  • Continued stakeholder awareness and understanding;
  • Stakeholder compliance with security regulations; and
  • Security-conscious culture among stakeholders.
  • Further development of policies, standards and procedures, including the coming into force of an Administrative Monetary Penalty system in 2012/13.
• Marine Security Policy and Interdepartmental Coordination:
  • Advancement of Marine Security Strategic Framework and its various subcomponents;
  • Increased security-conscious culture among stakeholders;
  • Increased cooperation between government departments and agencies involved with marine security; and
  • Increased collaboration: internationally, industry partners, multilateral organizations and other levels of government.
• Marine Transportation Security Clearance Program:
  • Continued stakeholder awareness and understanding;
  • Continued security measures at ports and marine facilities; and
  • Stakeholder compliance with security regulations.
• Marine Transportation Security Regulatory Framework:
  • Amended Marine Transportation Security Regulations to clarify application and meet new international, Regulatory Cooperation Council and Red Tape Reduction requirements.
• Great Lakes/St. Lawrence Seaway Marine Security Operations Centre:
  • Increased surveillance and awareness of marine security environment;
  • Increased cooperation between government departments and agencies involved with marine security;
  • Effective domain awareness; and
  • Increased collaboration: internationally, industry partners, multilateral organizations, provinces and municipalities.
• Coastal Marine Security Operations Centres:
  • Continued surveillance and awareness of marine security environment;
  • Continued cooperation between government departments and agencies involved with marine security;
  • Effective domain awareness; and
  • Continued collaboration: internationally, industry partners, multilateral organizations, provinces and municipalities.

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

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($000s)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Safe and Accessible Waterways	Increased On-Water Patrols	10,000 (Per Year  Ongoing)	10,000.0
	Automatic Identification System and Long Range Identification and Tracking	32,500	1,826.0
	Great Lakes/St. Lawrence Seaway Marine Security Operations Centre	3,000 (Per Year Ongoing)	2,700
	Coastal Marine Security Operations Centres (New Treasury Board Submission starting April 1, 2012)	3,318 (Per Year Ongoing)	3,000
	Marine Security Enforcement Teams	12,875 (Per Year Ongoing)	12,875
	Construction of Mid-Shore Patrol Vessels	198,178	71,827
	Increased Surveillance Flights	7,000 (Per Year Ongoing)	7,000
Total		266,871	109,228

Expected results by program for 2012-13:

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

Federal Partner: Public Safety Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($000s)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
National Exercise Division	Marine-Based Counter-Terrorism Exercises	1,000	175
Border Strategies	Great Lakes/St. Lawrence Seaway Marine Security Operations Centre	1,600	351.3
National Security
Total		2,600	526.3

Expected Results for 2012-2013:

• Marine-Based Counter-Terrorism Exercises:
  • Enhanced security measures at ports and marine facilities;
  • Increased capability to respond to marine threats;
  • Increased stakeholder awareness and understanding;
  • Increased stakeholder ability to meet marine security requirements;
  • Increased cooperation between government departments and agencies involved with marine security;
  • Effective domain awareness.

  During this time period exercise activity could focus on the Great Lakes/St. Lawrence Seaway Marine Security Operations Centre as both East and West Coasts have seen exercise activity since the commencement of the initiative. This presumes a sufficiently mature operations centre and related operations documentation. An exercise program using a building block approach would prepare the region for a full-scale exercise in future years (potentially 2014-15) which could also involve key marine partners. Such an exercise approach would include information session(s), workshop(s) and tabletop exercise(s) at appropriate times in order to assist in the ongoing development of operations concepts specific to the operational realities of the Great Lakes/St. Lawrence Seaway marine environment. Participating organizations could include: Shipping and Cruise line; Port Authorities; Municipal; Provincial and federal organizations; and equivalent cross-border colleagues. Consistent with exercise objectives and scenarios to date, the program would address safety and security aspects including the exchange of information amongst the partners.

• Great Lakes/St. Lawrence Seaway Marine Security Operations Centre:
  • Improved domain awareness in the Great Lakes/St. Lawrence Seaway region.

  While not an operational member of the Great Lakes/St. Lawrence Seaway Marine Security Operations Centre, Public Safety provides overall policy coordination of the Great Lakes/St. Lawrence Seaway Marine Security Operations Centre, which includes providing advice to senior management and the Minister of Public Safety. Public Safety resources support, coordinate and oversee the overall implementation and direction of the Great Lakes Marine Security Operations Centre; oversee the development and administration of evaluations of the Great Lakes/St. Lawrence Seaway Marine Security Operations Centres; and ensures that linkages and synergies between the Great Lakes/St. Lawrence Seaway Marine Security Operations Centre and other Portfolio-led maritime security and border initiatives are maximized.

Federal Partner: Department of National Defence

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($000s)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Generate and Sustain Integrated Forces – Generate and Sustain Forces Capable of Maritime Effects – Operational Units	Coastal Marine Security Operations Centres	238,458	41,054
	Interdepartmental Maritime Integrated Command Control and Communication	17,000	135
Conduct Operations – Domestic and Continental Operations – Conduct Ongoing Operations and Services to Canadians	Increased On-Water Presence/ Coordination	5,000	5,000
Total		260,458	46,189

Expected Results for 2012-2013:

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

Federal Partner: Canada Border Services Agency

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($000s)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Risk Assessment	Cruise Ship Inspections		102
	Radiation Detection Equipment Initiative		276
	Passenger and Crew Screening Initiative		2,095
Secure and Trusted Partnerships	Cruise Ship Inspections		446
	Passenger and Crew Screening Initiative		26
Admissibility Determinations	Cruise Ship Inspections		3,537
	Radiation Detection Equipment Initiative		2,573
	Passenger and Crew Screening Initiative		2,731
Immigration Enforcement	Cruise Ship Inspections		455
	Passenger and Crew Screening Initiative		1,267
Internal Services	Cruise Ship Inspections		45
	Radiation Detection Equipment Initiative		2,739
	Passenger and Crew Screening Initiative		651
Total	Radiation Detection Equipment Initiative	47,126	5,588
	Passenger and Crew Screening Initiative	59,627	6,770
	Cruise Ship Inspections	39,820	4,585
Total		146,573	16,943

Expected Results for 2012-2013:

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

Federal Partner: Royal Canadian Mounted Police

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($000s)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Police Operations	National Port Enforcement Teams	47,160	5,469
	Marine Security Emergency Response Team Training	5,600	560
	Marine Security Emergency Teams	49,550	5,630
	Marine Transportation Clearance Program	2,700	180
	Great Lakes/St. Lawrence Seaway Marine Security Operations Centre	31,462	8,696
	Coastal Marine Security Operations Centres	14,599	2,405
	National Waterside Security Coordination Team	7,322	839
	Marine Security Enforcement Teams	47,496	6,312
Public Works and Government Services Canada Accommodations		7,537	472
Total		213,426	30,563

Expected results for 2012-13:

• National Port Enforcement Teams:
  • National Port Enforcement Teams are integrated and intelligence-led teams which conduct federal investigations in four (4) major Canadian ports (Halifax, Montreal, Hamilton and Vancouver).
  • National Port Enforcement Teams will continue to detect, prevent, interdict and investigate organized criminal activity, contraband smuggling, and people who may pose a threat to the safety and security of Canada and other countries.
  • Further, National Port Enforcement Teams will continue to detect, prevent, interdict and investigate corruption and internal conspiracies at the four (4) major Canadian ports.
  • This program includes the National Ports Project.
• Marine Security Emergency Response Team Training:
  • Marine Security Emergency Response Team Training is responsible for the development of the training for the Royal Canadian Mounted Police and its law enforcement partners to provide a tactical on water response to board ships in Canadian waters and apprehend persons that pose a security risk to Canada.
  • Training initiatives will take place both at the national and regional level ensuring members are trained in a tactical police response to critical events within the domestic marine environment.
• Marine Security Emergency Response Teams:
  • Marine Security Emergency Response Teams are integrated teams with provincial and municipal partners which will continue to provide a tactical police response to critical threats and events within the domestic marine environment of the Great Lakes and St. Lawrence River region, and elsewhere in Canada when required.
• Marine Transportation Clearance Program:
  • Contributing to security measures at ports and marine facilities.
• Great Lakes/St. Lawrence Seaway Marine Security Operations Centre:
  • The Great Lakes/St. Lawrence Seaway Marine Security Operations Centre consists of five core federal government departments responsible for marine safety and security in the Great Lakes and St. Lawrence Seaway region.
  • Through cooperation and collaboration, the Great Lakes/St. Lawrence Seaway Marine Security Operations Centre will produce actionable intelligence, concentrating on national security, organized crime and other criminality, and provides this intelligence to the appropriate agency or service in a timely fashion.
  • The Great Lakes/St. Lawrence Seaway Marine Security Operations Centre will continue to work with domestic partners increasing the sharing of information and intelligence as legally permitted, in order to combat illegal activities in the Great Lakes and St. Lawrence Seaway region. Partners also include provincial and municipal authorities contributing to the safety and security of the Great Lakes and St. Lawrence Seaway region.
  • Through collaboration, the Great Lakes/St. Lawrence Seaway Marine Security Operations Centre core partners will increase surveillance for Maritime Domain Awareness within the Great Lakes and St. Lawrence Seaway region adding to the National Recognized Maritime Picture in order to produce timely actionable intelligence. This includes establishing a National Interdepartmental Technology Working Group and pursuing initiatives to increase surveillance capability.
  • The Royal Canadian Mounted Police will enhance domain awareness and the security of our border in collaboration with our domestic and American partners by deploying technology to address identified bi-national gaps and increasing border integrity intelligence investigators capacity through the Great Lakes/St. Lawrence Seaway Marine Security Operations Centre. These objectives will enhance domain awareness contributing significantly to the security of both, Canada and the United States. Specific actions planned include contributing to the Domain Awareness Inventory Survey, identifying gaps and vulnerabilities in surveillance capabilities; and contributing to the prioritization of initiatives in bridging gaps.
  • The Royal Canadian Mounted Police will enhance the Great Lakes/St. Lawrence Seaway Marine Security Operations Centre capacity to identify threats early by increasing its intelligence capacity and taking an active role in the national and international marine security intelligence network in view of gathering and sharing marine security information and intelligence as legally permitted.
• Coastal Marine Security Operations Centres:
  • The coastal Marine Security Operations Centres consist of five core federal government departments responsible for marine safety and security on Canada’s three coasts and the St. Lawrence River.
  • Through cooperation and collaboration, the coastal Marine Security Operations Centres produce actionable intelligence, concentrating on national security, organized crime and other criminality, and provide this intelligence to the appropriate agency or service in a timely fashion.
  • The coastal Marine Security Operations Centres will continue to work with domestic and international partners increasing the sharing of information and intelligence as legally permitted, in order to combat illegal activities on Canada’s three coasts and the St. Lawrence River. Partners also include provincial and municipal authorities.
  • Through collaboration, the coastal Marine Security Operations Centres’ core partners will increase surveillance for Maritime Domain Awareness on Canada’s three coasts and the St. Lawrence River adding to the National Recognized Maritime Picture in order to produce timely actionable intelligence.
  • The Royal Canadian Mounted Police will provide leadership through active participation in the Capability Management Organization.
  • The Royal Canadian Mounted Police will enhance domain awareness and the security of our border in collaboration with our domestic and American partners by deploying technology to address identified bi-national gaps and increasing border integrity intelligence investigational capacity through the coastal Marine Security Operations Centres. These objectives will enhance our domain awareness contributing significantly to the security of both, Canada and the United States. Specific actions planned include contributing to the Domain Awareness Inventory Survey, identifying gaps and vulnerabilities in surveillance capabilities; and contributing to the prioritization of initiatives in bridging gaps.
  • The Royal Canadian Mounted Police will enhance the coastal Marine Security Operations Centres capacity to identify threats early by increasing its intelligence capacity and taking an active role in the national and international marine security intelligence network in view of gathering and sharing marine security information and intelligence as legally permitted.
  • This program was previously reported under the Department of National Defence.
• National Waterside Security Coordination Team:
  • The National Waterside Security Team is responsible for the development of operational policies, directives and best practices, through the provision of research and studies, advice, and analysis in support of marine security programs. The team identifies vulnerabilities and provides recommendations to bridge and close the gaps and provides a coordinated and integrated solution to waterside security. Specific actions will include advancing the Marine Security Strategic Framework within the Royal Canadian Mounted Police and contributing to the implementation of the action plan as a follow-up to the 2009 Phase II Waterside Security in Canada Report and the 2011 Waterside Security Roles and Responsibilities Study.
  • Fostering policing participation in the federal multi-jurisdictional marine security program with the objectives of safeguarding marine infrastructures and of detecting, preventing and interdicting organized criminal activity, contraband smuggling, and people who may pose a threat to the safety and security of Canada and other countries. Specific actions will include addressing the recommendations from the Maritime Domain Awareness Workshop and the Safeguarding and Responsiveness Workshop both of which are held in March 2012.
  • Chairing and/or participating on various marine security program committees and working groups, such as the Interdepartmental Marine Security Working Group Policy Committee, the National Port Security Committee, and the Canadian Marine Advisory Council and the Port Secure national meetings.
• Marine Security Enforcement Teams:
  • The Royal Canadian Mounted Police and the Canadian Coast Guard have combined their expertise and strengths to further enhance national security and strengthen Canada’s response to potential marine threats and events in the Great Lakes and St. Lawrence River region.
  • Marine Security Enforcement Teams are integrated and intelligence-led teams which are deployed to safeguard and address federal on water enforcement requirements and provide an armed fast-response capacity to address potential threats and events.
  • Marine Security Enforcement Teams will continue to detect, prevent and interdict organized criminal activity, contraband smuggling, and people who may pose a threat to the safety and security of Canada and other countries.
  • The Canadian Coast Guard and Royal Canadian Mounted Police will increase the capability of Marine Security Enforcement Teams to provide marine security and border integrity with the deployment of the new “hero class” mid-shore patrol vessels in the Great Lakes and St. Lawrence River, including the enhancement of marine security training, in alignment with the Government’s commitment to the 2011 Canada-United States Beyond the Border Declaration. Specific actions planned include the enhancement of the Canadian Coast Guard law enforcement familiarisation training, the development and implementation of Marine Security Enforcement Team law enforcement specialised training and the deployment of two new “hero class” mid-shore patrol vessels with combined training for vessel operations.

Description:

The Canada-U.S. Bi-National Transportation Partnership that is planning the new Detroit River International Crossing is comprised of:

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

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

It is the partnership’s intention to seek a public-private partnership (P3) for the bridge and plaza portions of the project and a separate P3 for the highway connection on the Canadian side.

Bridge

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

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

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

Customs Plaza

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

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

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

Ontario Access Road

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

Ontario reached financial close last year with the Windsor Essex Mobility Group to design, build, finance, operate and maintain the Windsor-Essex Parkway. Construction of the parkway officially began in August 2011. In Budget 2010, the Government of Canada committed to providing up to $1 billion to fund 50 per cent of this project’s eligible capital costs through the Gateways and Border Crossings Fund.

Rationale for the Project

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

• It accounts for $130 billion (2006 Canadian dollars) of two-way surface trade.
• It accounts for 28 per cent of total Canada-U.S. trade.
• It consists of four crossings: the Windsor-Detroit tunnel, the Ambassador Bridge, the truck ferry and the Canadian Pacific Railway tunnel.
• The Ambassador Bridge alone handles 99 per cent of Windsor-Detroit truck traffic.
• In recent years, there have been increased traffic delays due to heightened security checks at the Canada-U.S. border. Inefficiencies at the border crossing directly affect costs, limiting the ability of Canadian and American businesses to compete internationally.
• Traffic is expected to increase over the next 30 years.
  

Project Phase:

The Detroit River International Crossing bridge and customs plaza are in the initial planning phase. On December 3, 2009, the federal environmental assessment for the new bridge, customs plaza and access road to the bridge — the Windsor-Essex Parkway — was approved. Construction started on the Windsor-Essex Parkway in August 2011.

Leading and Participating Departments and Agencies

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

Prime and Major Subcontractor(s)

Prime Contractor

Deloitte 181 Bay Street, Suite 1100, Toronto ON  M5J 2V1 Direct telephone: 416-643-8382, Fax: 416-601-6690

Major Subcontractor(s)

Investment Grade Traffic and Revenue Forecast Wilbur Smith Associates 9500 Arboretum, Suite 360, Austin, TX, U.S.A. 78759 Air Quality Advisor Stantec 100-401 Wellington Street West Toronto ON  M5V 1E7 Cost Consultant Davis Langdon 1717 Arch Street, Suite 3720, Philadelphia, PA, U.S.A.  19103 Bridge Technical Advisor Delcan 625 Cochrane Drive, Suite 500, Markham ON  L3R 9R9 Environmental Management Plan: Morrison Hershfield 3585 Graveley Street, Suite 610, Vancouver BC  V5K 5J5

Major Milestones

List of Major Milestone	Date
An environmental assessment was launched, with 15 options considered.	February 2005
Options were narrowed to three potential crossing locations, three potential plaza locations and five potential access road designs.	March 2006
The technically preferred Ontario access road was announced.	May 1, 2008
The technically and environmentally preferred alternative for the crossing and plaza locations was announced.	June 18, 2008
The U.S. Final Environmental Impact Statement was published for final comment.	December 5, 2008
The final Ontario Environmental Assessment Report was submitted to the Ontario Ministry of the Environment and the Canadian Environmental Assessment Final Screening Report was submitted to the Canadian Environmental Assessment Agency.	December 31, 2008
The U.S. Record of Decision was made public.	January 14, 2009
Ontario’s environmental assessment was approved.	August 24, 2009
The federal environmental assessment was approved.	December 3, 2009
Construction of the Windsor-Essex Parkway started.	August 18, 2011

Project Outcomes

The project is designed to achieve the following substantive objectives:

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

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

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

Progress Report and Explanations of Variances

• Initially, the Government of Canada approved $10 million in Team Funding for the Detroit River International Crossing in Budget 2007.
• The Government of Canada approved an additional $10 million in Team Funding for the Detroit River International Crossing in Budget 2010, from 2010-2011 to 2012-2013.
• In June 2008, Transport Canada received authority to enter into negotiations for real property for the Canadian half of the new international bridge and its Canadian customs plaza. Approval was also received for $200 million from the Gateways and Border Crossings Fund for the acquisition of the required properties.
• The Detroit River International Crossing is currently running under budget due to delays in property acquisition. Challenges with the negotiations with the industrial owners have caused Transport Canada to delay several utility relocation studies until the negotiations are further advanced. The Gateways and Border Crossings Fund funding has been extended until 2013-2014.
• It is too early to determine when the Detroit River International Crossing will be complete. It is estimated that the bridge will be operational five years after construction starts. Construction is currently at least two years away.
  

Industrial Benefits

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

Additionally, the project will provide significant opportunities for local businesses to participate in construction and related work.

Transportation

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

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

Economy

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

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

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

Security

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

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

1 As defined in the Policy on the Management of Projects.