Name of Horizontal Initiative: Asia-Pacific Gateway and Corridor Initiative
Name of Lead Department: Transport Canada
Lead department program activity: P.A. 1.2 - Gateways and Corridors
Start date of the Horizontal Initiative: October 19, 2006
End date of the Horizontal Initiative: March 31, 2018
Total federal funding allocation (start to end date): $1.056 billion
Description of the Horizontal Initiative (including funding agreement): The Asia-Pacific Gateway and Corridor Initiative (APGCI) was launched to strengthen Canada’s competitive position in global commerce. It is an integrated package of investment and policy measures to strengthen the efficiency, capacity, security and reliability of the Asia-Pacific Gateway and Corridor transportation system. 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 build on Western Canada’s geographic advantage and strong transportation systems. 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 APGCI :
Key themes include:
- Gateway capacity - Strategic infrastructure investments and network improvements;
- Competitiveness - Increase Canada's share of Asia-Pacific commerce;
- 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 Outcome:
- Boost Canada's commerce with the Asia-Pacific region;
- Increase the Gateway's share of North American-bound container imports from Asia; and
- Improve the efficiency and reliability of the Gateway for Canadian and North American exports and imports.
Governance structure(s): The Minister of International Trade and Minister for the Asia-Pacific Gateway is the champion of the APGCI , with support in this effort provided by Transport Canada. The Minister of Transport, Infrastructure and Communities is accountable for the management of resources in the Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund. These two Ministers are jointly responsible for the APGCI .
The APGCI is a horizontal initiative and its development and implementation involve a number of other key federal departments/agencies. While each is ultimately accountable for its own programs/activities and associated APGCI resources, federal departments/agencies involved in delivery of the APGCI are also responsible for contributing to the overarching objectives of the Initiative. All federal partners are accountable for the day-to-day management of their respective component of the APGCI . Furthermore, each department/agency is expected to provide regular updates to the two lead ministers, via a Directors General-level Interdepartmental Steering Committee on the Asia-Pacific Gateway and Corridor Initiative.
An overall Horizontal Performance Framework was been prepared in collaboration with all the departments/agencies involved in the APGCI . This framework provides a sound, coordinated and ongoing performance measurement and evaluation strategy to assess overall implementation and delivery of the Initiative. Partner departments/agencies in the APGCI and their roles are outlined below:
Transport Canada
Transport Canada (TC), as the lead department for the APGCI , reports to the Minister of International Trade and Minister for the Asia-Pacific Gateway and to the Minister of Transport, Infrastructure and Communities. TC is responsible for the on-going coordination, management, integration and strategic development and implementation of the Initiative. Other federal departments/agencies, the four Western provinces and stakeholders from the private sector are consulted regularly in carrying out these tasks, and are involved in building consensus on APGCI -related decisions. TC is also responsible for the management of the Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund (TIF), whose primary objective is to address capacity challenges facing the Asia-Pacific Gateway and Corridor. Strategic project investments funded under TIF will enhance the efficiency and capacity of Canada's multi-modal transportation network and are focused specifically on the movement of international commerce between the Asia-Pacific region and North America.
While transportation infrastructure forms the core of the Initiative, the APGCI also addresses the interconnected issues that impact the competitiveness, further development and exploitation of the Asia-Pacific Gateway and Corridor transportation system. TC has completed a number of non infrastructure/competitiveness measures and is focused in moving forward in the following areas:
- Renewing and analyzing policy and regulations to improve the efficiency and use of the Gateway and Corridor system;
- Ensuring the secure and efficient movement of goods and people, including participation in related areas outlined in the Canada-U.S. Beyond the Border Action Plan;
- Developing new supply chain performance metrics that reflect how transportation systems are used in an era of globalization and global supply chains and that provide an evidence-base for promotion and continuous improvement;
- Supporting innovative partnerships among federal and provincial counterparts to understand how and where future trade patterns will affect system-wide transportation capacity, and among Asia-Pacific Gateway stakeholders to develop a shared vision about the optimal performance and efficiency of the Asia-Pacific Gateway;
- Engaging stakeholders across Western Canada to advance understanding of the long-term challenges and opportunities of the Gateway by tapping into Canadian and international expertise; and
- Undertaking studies on the operations, use and efficiency of the Gateway and Corridor system to better understand and improve the multi-modal infrastructure network, to increase the productivity of the full supply chain and to provide an evidence-base for future action.
Foreign Affairs and International Trade
The Department of Foreign Affairs and International Trade ( DFAIT ) supports the ongoing implementation of international marketing activities, in coordination with TC and with Asia-Pacific Gateway stakeholders, promoting greater use of the Gateway for Asia-Pacific business travel and as the supply chain route of choice for North American and Asia-Pacific importers, exporters, investors and transportation companies.
At the beginning of the Initiative, DFAIT created a Pacific Gateway International Marketing Group to implement an international marketing strategy for the APGCI , in coordination with stakeholders. The objective was to promote the Asia-Pacific Gateway as the supply chain route of choice for North American and Asia-Pacific importers, exporters, investors and transportation companies. This international marketing strategy included targeted communication products, supported outgoing and incoming missions, and showcased the Asia-Pacific Gateway’s advantages at key trade, investment and technology shows, conferences and seminars in Canada, the Asia-Pacific, Europe and North America. The Marketing Group disbanded on March 31, 2011.
DFAIT Trade Commissioners abroad remain actively engaged in advancing Canada as the Gateway and Corridor of choice and also serve to encourage investment and technology transfer, provide intelligence to Canada to support policy development and help determine which messages resonated best in target markets.
Canada Border Services Agency
Canada Border Services Agency (CBSA) was responsible for the implementation of a marine container inspection operation located at the Port of Prince Rupert, which is now fully operational. The marine container inspection ensures that containers arriving from other countries are properly inspected by means of effective processes and through the use of state-of-the art technology. CBSA has continued to refine its operations to ensure effective and efficient delivery of CBSA programs and has developed partnerships with stakeholders to reinforce supply chain security. CBSA has also served as a valuable partner in APGCI engagement with China on trade logistics cooperation, and through the Canada-U.S. Beyond the Border Action Plan, will continue to play an active role in supporting the achievement of APGCI objectives.
Human Resources and Skills Development Canada
Human Resources and Skills Development Canada (HRSDC) is responsible for the Asia-Pacific Gateway Skills Table (Skills Table). Modeled on the Sector Council Program, the Skills Table was launched in September 2008 to help address the skills and human resource pressure issues related to the APGCI . The development of the Skills Table follows a one-year fast-track consultative and planning process designed to inform APGCI 's future policy direction and investment decisions. HRSDC was provided $3M over four years through the APGCI to fund projects prioritized by the Skills Table. HRSDC provided an additional $2M to support the establishment and operation of the Skills Table (total federal investment is $5M). 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.
Parks Canada
Parks Canada is responsible for the maintenance and recapitalization of highways that pass through national parks, including the Trans-Canada Highway (TCH). The TCH 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. Within the context of the APGCI , Parks Canada was responsible for the twinning of a 10 km section of the TCH through Banff National Park to improve transportation capacity and efficiency. The funding provided by the APGCI has helped to ensure the timely completion of this section of highway upgrading, in support of the Initiative's broader objectives.
Western Economic Diversification Canada
Western Economic Diversification Canada (WD) was responsible for APGCI elements in the first phase of the Initiative. This included development of “Seizing the Gateway Opportunity”, a study on how best to capitalize on the long-term value added economic opportunities presented by rise of the Asia-Pacific market, along with case studies of successful Canadian SMEs in the Asia-Pacific market, establishing 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 region and an assessment of community-level needs in Saskatchewan and Manitoba for doing business in and with Asia.
Performance Highlights: Dedicated funding under the Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund has been fully committed, with 14 projects completed and 14 other projects underway. In addition, APGCI -related projects funded through other sources such as the Gateways and Border Crossings Fund and the Economic Action Plan are advancing and will further support and contribute to the goals of the APGCI . An Interim Evaluation of the APGCI in March 2012 recognized that completed projects are yielding expected results, although it is too soon to tell what impact they will have on overall performance of the Asia-Pacific Gateway system.
Under the Asia-Pacific Gateway Skills Table, a number of projects were completed including a Labour Market Information Gap Analysis report that provides information on key occupational demand and forecast data for 34 occupations that are critical to the functioning and growth of the Asia-Pacific Gateway. Intended for labour market stakeholders in B.C. , it is available on-line at www.HRWire.ca. Common priorities among Asia-Pacific Gateway projects include research to determine where skills gaps and labour shortages exist, development and delivery of industry-specific human resource planning workshop pilots, succession planning, certification, outreach, and partnership building.
International and domestic outreach continued, including a mission to China by the Minister of International Trade and Minister for the Asia-Pacific Gateway as part of a broader mission led by the Prime Minister. As well, in March 2012, TC held a Canada-China Policy Forum on Trade Logistics in Vancouver, as part of cooperative activities with China’s National Development and Reform Commission outlined in a related Memorandum of Understanding. Discussions focussed on the policy-related themes of logistics policy in a globalizing world, best practices in multimodalism, logistics parks, customs and green logistics. Transport Canada hosted a delegation of trade logistics professionals from across China for the event, which included support from Port Metro Vancouver, the British Columbia Ministry of Transportation, Canadian Pacific Railway, Calgary Economic Development and the City of Vancouver.
Moving forward, TC will support the important work that remains on many strategic infrastructure projects announced as part of the Initiative to ensure that these are advanced and completed. TC will as well 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 in the Asia-Pacific region to deepen collaborative relationships and exchanges and to attract more trade to the Asia-Pacific Gateway. TC ’s focus continues to be on maintaining Canada’s competitive advantages and capitalizing on emerging opportunities that support broader Government of Canada objectives related to jobs, growth and prosperity.
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Transport Canada | 1.2 – Gateway and Corridors | Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund | 908.5 | 373.6 | 80.9 |
|
|
| Competitiveness Investment | 12.3 | 2.3 | 0.9 |
|
|
||
| Coordination and Management | 6.5 | 0.0* | 1.4 | * On-going support for the APGCI and portfolio. | An interim evaluation of the AGPCI was conducted. | ||
| Fast-Track Process | 2.3 | 0.0 | 0.0 | N/A (Completed in 2007-08) | N/A | ||
| Foreign Affairs and International Trade Canada | International Commerce - Managing and delivering commerce services and advice to Canadian business | Marketing the APGCI | 7.0 | 0.0* | 0.0 | * N/A | DFAIT Trade Commissioners provided support as necessary. |
| Canada Border Services Agency | Canadian Importing and Exporting Community | Marine Container Inspection Operation at Port of Prince Rupert | 28.0 | 0.0 | 0.0 | N/A (Completed in 2009-10) | N/A |
| Parks Canada | Throughway management | Banff Trans Canada Highway Twinning | 37.0 | 0.0 | 0.0 | N/A (Completed in 2009-10) | N/A |
| Western Economic Diversification |
Business development and entrepreneurship |
Seizing the Gateway opportunity | 0.4 | 0.0 | 0.0 | N/A (Completed in 2008-09) | N/A |
| Dredging the Fraser River | 4.0 | 0.0 | 0.0 | N/A (Completed in 2007-08) | N/A | ||
| Human Resources and Skills Development Canada | Skills and Labour Pressure | Asia-Pacific Gateway Skills Table | 4.8
(from SCP) |
0.9 | 0.7 |
Pilot the delivery of industry-based, skill development workshops; Increased use of human resources planning by small- and medium-sized enterprises in the Gateway; Development of workplace training resources in partnership with industry; Stronger understanding and articulation of human resource requirements in the Gateway; and, Industry ‘ownership’ and leadership in maintaining workplace training. |
|
| Total Allocation For All Federal Partners (from Start to End Date)
($ millions) |
Total Planned Spending for All Federal Partners for 2011–12
($ millions) |
|---|---|
| 1,056.0* | 376.8 |
*Includes $1,001 million of core Asia-Pacific Gateway and Corridor Initiative funding as well as a transfer of $44 million from the Mountain Pine Beetle Fund to the Asia-Pacific Gateway and Corridor Initiative Transportation Infrastructure Fund.
Comments on Variance: - input provided for the 2010-11 DPR – provided as a reference for level of detail required
- The variance under the APGCI program resulted from delays in several projects. The major contributing factors for the delays include complex project approvals, the difficulties private sector recipients faced in proceeding after the economic recession, and challenging multi-stakeholder collaboration.
Results to be achieved by non-federal partners (if applicable): Not Applicable
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: 2001
End Date: Ongoing
Total Federal Funding Allocation (from start date to end date): N/A
Description of the Horizontal Initiative (including funding agreement): Marine Security is a horizontal initiative that is linked to the government’s key priority of A Safe and Secure Canada. Its aim is to improve the security of Canada’s marine domain, including territorial waters, inland waterways and ports. Elements of this initiative include:
- increased domain awareness, surveillance and tracking of marine traffic;
- improved coordination of and cooperation on marine security, including the development of Marine Security Operations centres;
- a security clearance program for marine-sector employees;
- new detection equipment at Canadian ports to monitor containers;
- additional resources for emergency and law enforcement response capacity in the marine domain; and
- international initiatives that will ensure Canada meets 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. 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 of other critical infrastructure in or around marine areas; and
- collaboration: efforts in support of all other activities to ensure the various federal and provincial departments, agencies and police forces, and other groups with a responsibility for marine security work together.
Immediate Outcomes:
Immediate outcomes of the Marine Security initiative are:
- increased surveillance and awareness of the marine security environment;
- increased on-water presence;
- 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; and
- increased cooperation between government departments and agencies involved with marine security.
Intermediate Outcomes:
Immediate outcomes will be:
- effective domain awareness;
- rapid and effective response to marine threats and incidents;
- a security-conscious culture among stakeholders;
- stakeholder compliance with security regulations; and
- increased collaboration: internationally, with industry partners, multilateral organizations, provinces and municipalities.
Ultimate Outcomes:
The final outcomes of this initiative are expected to be:
- an effective and efficient marine security system;
- high public confidence in Canada’s marine security system; and
- a marine security system that facilitates the efficient and legitimate flow of people and goods.
Strategic Outcome:
- The expected strategic outcome will be 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 Interdepartmental Marine Security Working Group, key departments are responsible for the following:
Transport Canada
The department leads the government’s initiatives in marine security enhancements, including:
- policy coordination;
- chairing of the Interdepartmental Marine Security Working Group;
- regulatory development in support of marine security initiatives;
- the Marine Security Oversight and Enforcement Program;
- the Marine Transportation Security Clearance Program; and
- participation in the Marine Security Operations centres.
Fisheries and Oceans Canada ( DFO ), and the Canadian Coast Guard (CCG)
These organizations contributed to the enhancement 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. In addition, they increased their level of on-water capability for providing platform support to respond to marine security incidents. The organizations also participate in the Marine Security Operations centres.
Public Safety Canada
Public Safety Canada is the country’s lead department for public safety. The department coordinates efforts with portfolio agencies, federal partners, other levels of government (including international allies) 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 (CBSA)
The Canada Border Services 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 Canada Border Services Agency includes identifying and interdicting high-risk individuals and goods, working with law enforcement agencies to maintain border integrity and engaging in enforcement activities, including seizure of goods, arrests, detentions, investigations, hearings and removals.
Royal Canadian Mounted Police (RCMP)
The Royal Canadian Mounted Police is responsible for enforcing federal statutes, leading national security and organized crime investigations across Canada on both land and water, and for maintaining border integrity between ports of entry.
National Defence
The department contributes to enhanced domain awareness of the strategic high-traffic coastal area. It leads the Marine Security Operations Centres (MSOCs) on the coasts and participates in the Great Lakes-St. Lawrence Seaway MSOC . It works with partner departments and agencies to improve interdepartmental tactical operations. Lastly, it leads the IMIC3 project (approved January 10, 2011) that will improve tactical communications between the various departmental/agency vessels at sea.
Performance Highlights:
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Transport Canada | Marine Security | a) Marine Security Coordination Fund | 16.2 | 2.0 | 1.6 | Expected Results for the Marine Security Coordination Fund | Results Achieved in 2011-12 for the Marine Security Coordination Fund are listed below. |
Results Achieved in 2011-12: Funding was provided for the following Marine Security Coordination Fund projects:
- Commercial Marine Export Examination Mapping Exercise (Canada Border Services Agency);
- Marine Domain Awareness Workshop (Canadian Coast Guard);
- Lake Ontario Radar Project (Royal Canadian Mounted Police);
- Great Lakes MSOC Technology Feeds Ontario Radar Project (Royal Canadian Mounted Police);
- National Marine Law Enforcement Services Workshop (Transport Canada);
- Canadian Safeguarding and Response Workshop (Public Safety);
- Remote Vessel Tracking System Extension (Royal Canadian Mounted Police);
- Increased Community MarSec Domain Awareness (Transport Canada);
- Coordinated Radar Platform (Royal Canadian Mounted Police);
- West Coast Stolen Vehicles Data Collection Study (Canada Border Services Agency); and
- Counter-Piracy Policy and Operations (Foreign Affairs and International Trade)
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Transport Canada | Marine Security | b) Oversight and Enforcement | 54.1 | 6.8 | 12.0 | Expected Results for Oversight and Enforcement | Results Achieved in 2011-12 for Oversight and Enforcement are listed below. |
Results Achieved in 2011-12: Advanced Phase I of the amendments to the Marine Transportation Security Regulations (MTSR) to the point of preparations for pre-publication in Canada Gazette, Part I.
Developed a robust response plan under the auspices of the Government of Canada’s Red Tape Reduction initiative for reducing the MTSR -related regulatory burden for Canadian-flagged vessels.
Developed a work plan under the auspices of the Canada-US Regulatory Cooperation Council focused on further harmonizing Canada and US marine security regulations and further improving consultation and coordination between Transport Canada and the US Coast Guard on regulatory development.
Nationally, the program conducted 660 inspections. Under the MTSR , 65 vessels, 196 marine facilities, 21 Ports and 328 foreign flagged vessels were inspected. Under the Domestic Ferry Security Regulations, 31 vessels and 19 marine facilities were inspected. Eight exemptions were issued, three for a Tall Ship event in the Old Port of Montreal, and five exempting vessels captured under the MTSR s.
Two Marine Security Operations Bulletins were issued, namely “Application and Use of a Declaration of Security Pursuant to the MTSR ”, and the “Interim Procedures to Meet the New Manila 2010 STCW Conference and Code Security Training and Certification Requirements” to provide awareness to stakeholders, regional inspectors and other government departments.
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Transport Canada | Marine Security | c) Marine Security Policy and Interdepartmental Coordination | 5.0 | 1.0 | 0.8 | Expected Results for Marine Security Policy and Interdepartmental Coordination | Results Achieved in 2011-12 for Marine Security Policy and Interdepartmental Coordination are listed below. |
Results Achieved in 2011-12: The Maritime Security Strategic Framework (MSSF) and the Maritime Domain Awareness Strategy were approved and work has begun on the development of a Government of Canada Maritime Commerce Resilience and Recovery Framework. The Framework is intended to provide guiding principles and best practices for use by Government of Canada departments and agencies undertaking resilience and recovery planning for Canada’s maritime supply chain.
A Transport Canada/ RCMP -led study on waterside security roles and responsibilities was completed. Transport Canada and the RCMP are examining the recommendations contained therein.
Following the conclusion of the offshore security memoranda of understanding between Transport Canada and the Canada-Newfoundland and Labrador Offshore Petroleum Board first and Canada-Nova Scotia Offshore Petroleum Board in 2011, Transport Canada entered into a similar agreement with the National Energy Board which came into effect on February 9, 2012.
In keeping with its small vessel and facility security outreach and awareness initiative, Transport Canada produced a Small Vessel & Facility Security Awareness Video. This video has been widely distributed to marine security stakeholders.
In partnership with the Organization of American States / Inter-American Committee against Terrorism, Transport Canada Marine Security participated in a number of international marine security capacity-building activities in the Americas and the Caribbean.
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Transport Canada | Marine Security | d) Marine Transportation Security Clearance Program | 11.8 | 1.9 | 1.0 | Expected Results for the Marine Transportation Security Clearance Program | Results Achieved in 2011-12 for the Marine Transportation Security Clearance program are listed below. |
Results Achieved in 2011-12: All ports captured under this program are fully compliant. To date 17,599 submissions for Transportation Security Clearances have been processed across Canada.
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Transport Canada | Marine Security | e) Great Lakes-St. Lawrence Seaway Marine Security Operations Centre (design team) | 9.1 | 1.9 | 1.1 | Expected Results for the Great Lakes-St. Lawrence Seaway Marine Security Operations Centre (design team) | Results Achieved in 2011-12 for the Great Lakes-St. Lawrence Seaway Marine Security Operations Centre (design team) are listed below. |
Results Achieved in 2011-12: Implementation of the Great Lakes-St. Lawrence Seaway MSOCs project continues. Transport Canada along with the other core partners, established a governance structure and developed and implemented collective Standard Operating Procedures.
Transport Canada continued to contribute to effective domain awareness through the development and sharing of departmental and interdepartmental threat assessments, statistical reports and other information and intelligence products.
Transport Canada also conducted awareness sessions and information/intelligence sharing with international, provincial, municipal and with industry partners in collaboration with all MSOC partners.
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Fisheries and Oceans Canada | Safe and Secure Waters | a) Increased On-Water Patrols | 10.0 (annually and ongoing) | 10.0 | 10.0 | Increased federal presence in Canadian Waters. | Results Achieved in 2011-12 for the Increased On-Water Patrols are listed below. |
Due to the transition of data systems within the Fleet, quantitative results regarding operational days will not be available until later in 2012.
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Fisheries and Oceans Canada | Safe and Secure Waters | b) Automatic Identification System and Long Range Identification and Tracking | 27.5 | 4.0 | 3.9 | To enhance Coast Guard’s ability to identify and monitor maritime traffic in near real-time with accurate and detailed information, allowing for an enhanced awareness of vessels approaching and operating in Canadian waters. | Results Achieved in 2011-12 for the Automatic Identification System and Long-Range Identification and Tracking are listed below. |
Results Achieved in 2011-12: Automatic Identification System shore infrastructure has been integrated within Marine Communications and Traffic Services (MCTS) centres.
As of today, CCG has all 19 MCTS centres installed and operational with the final Automatic Identification system solution.
To look to increase domain awareness in the Arctic, test sites are being established in Resolute Bay and Iqaluit. The two sites will be ready for testing during the 2012 Arctic sailing season. Resolute Bay is installed and ready for operational use. Iqaluit is scheduled to be ready for the opening of the shipping season.
The department completed full national implementation of the Long-Range Identification and Tracking (LRIT) System.
Percentage availability of the LRIT system and the Automatic Identification System (AIS):
- Target: 99.7%
- AIS : 99.75%. Due to some contracting issues, the Automatic Identification System in place for 2011-12 was an interim system.
- LRIT : 99.88%
- Target: 99.7%
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Fisheries and Oceans Canada | Safe and Secure Waters | c) Great Lakes/ St. Lawrence Seaway Marine Security Operations Centre | 3.2
(annual and ongoing) |
1.0 | 1.7 | Federal enforcement and intelligence communities have adequate support and information to enhance their awareness of vessel movements and respond to on-water incidents. | Results Achieved in 2011-12 for the Great Lakes-St. Lawrence Seaway Marine Security Operations Centre are listed below. |
Results Achieved in 2011-12: Percentage availability of the DFO consolidated maritime picture versus advertised level of availability for clients:
- target: 99.7 percent
- results: 99.9 percent
Note: Consolidated maritime picture not yet available – INNAV data has been used as a proxy.
The system has been available and reliable. No major equipment/system breakdown occurred that affected the availability of service to MSOCs .
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Fisheries and Oceans Canada | Safe and Secure Waters | d) Marine Security Enforcement Teams | 12.9 | 5.8 | 5.1 | RCMP are provided with operational vessel support. | Results Achieved in 2011-12 for Marine Security Enforcement Teams are listed below. |
Results Achieved in 2011-12: The teams supported ad hoc law enforcement requests in all areas of Canadian waters.
Due to the transition of data systems within the Fleet, quantitative results regarding operational days will not be available until later in 2012.
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Fisheries and Oceans Canada | Safe and Secure Waters | e) Construction of Mid-Shore Patrol Vessels | 68.5 | 80.9 | 42.3 | New Mid-Shore Patrol Vessels with improved reliability | Results Achieved in 2011-12 for Construction of Mid-Shore Patrol Vessels are listed below. |
Results Achieved in 2011-12: The contract for the design and construction of 9 Mid-Shore Patrol Vessels (MSPVs) was awarded in August 2009 to Irving Shipbuilding Inc. (ISI). Construction of the vessels commenced in September 2010 and is presently ongoing. The four Marine Security Enforcement Team vessels will be delivered in Summer 2012, Fall 2012, Winter 2013 and Spring 2013 respectively. The remaining vessels will be delivered by Fall 2014.
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Fisheries and Oceans Canada | Safe and Secure Waters | f) Increased Surveillance Flights | 7.0
(annually and ongoing) |
7.0 | 7.0 | Expected Results for Increased Surveillance Flights – see below. | Results Achieved in 2011-12 for Increased Surveillance Flights are listed below. |
Results Achieved in 2011-12: Additional marine security funds were provided to enhance the DFO aerial surveillance program. The DFO program provides situational awareness through fisheries patrols that identify the location and activities of foreign and domestic fishing vessels, both inside and outside the 200 mile Exclusive Economic Zone. The additional funding increased the existing program and provided a collateral benefit to maritime security and the recognized maritime picture. The program also provides aerial surveillance services including digital photography and real-time video to the MSOC partner agencies on an as and when required basis.
For example, the department provided aerial surveillance coverage including photos of derelict vessel floating off BC coast; more interest from MSOC partners ( RCMP , CBSA ) to search for vessels of interest. All operations were successful and Fisheries and Oceans Canada flew approximately 4,376 hours in 2011-12.
Comments on Variances:
Fisheries and Oceans Canada, and the Canadian Coast Guard
- Additional Fleet Operations: N/A
- Automatic Identification and Long-Range Identification and Tracking: N/A
- The Great Lakes-St. Lawrence Seaway Marine Security Operations Centre: Two million dollars was carried forward from 2011-12 to 2012-13 (This is a combination of 2011-12 allocation as well as funds left over from a previous carry forward from the year 2010‑11).
- Great Lakes-St. Lawrence Seaway Marine Security Enforcement Teams: The variance of $636,000 can be attributed to lower than expected costs. HR and O&M costs of the interim vessels was lower than those forecast for the larger more capable MSPVs the delivery of which was delayed.
- Acquisition of Great Lakes-St. Lawrence Seaway Mid-Shore Patrol Vessels: A re-profile in the 2011-12 fiscal year was required as the Contractor dealt with required design changes, and first-of-Class related construction challenges.
- Enhanced Conservation and Protection Aerial Surveillance Flights: N/A
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Canada Border Services Agency | Risk Assessment | a) Radiation Detection Equipment Initiative |
42.1
5.0 (ongoing) |
0.2 | 0.1 | Increased security measures at ports and marine facilities | Results Achieved in 2011-12 for the Radiation Detection Equipment Initiative are listed below. |
| Admissibility Determination | Radiation Detection Equipment Initiative (continued) | Total Allocation for Radiation Detection Equipment Initiative is provided above | 4.5 | 2.6 | Increased security measures at ports and marine facilities | Results Achieved in 2011-12 for the Radiation Detection Equipment Initiative are listed below. | |
| Internal Services | Radiation Detection Equipment Initiative (continued) | Total Allocation for Radiation Detection Equipment Initiative is provided above | 0.3 | 2.6 | Increased security measures at ports and marine facilities | Results Achieved in 2011-12 for the Radiation Detection Equipment Initiative are listed below. | |
| Total | 47.1 | 5.0 | 5.3 | ||||
Note: When preparing the Planned Spending amounts, Admissibility Determination should have been $2.3 million lower, while Internal Services should have been $2.3 million higher. However, the Actual Spending by Program Activity has been reflected accurately in 2011-12.
Results Achieved in 2011-12: CBSA performed 2.4 million scans under its radiation screening program. Of these, 24,869 resulted in an alarm, as a result of which additional radiation screening was performed.
For the fiscal year 2011-12 the CBSA radiation screening program reported 24 marine containers contaminated with Caesium 124/125 as a direct result from the natural disaster that occurred in Japan. Twenty-one containers of goods arrived contaminated with Cobalt 60, each of these containers was returned to origin.
Personal Radiation Detectors (PRDs) distribution into the field continued. Officers operating at all major marine ports (Halifax; Montreal; Vancouver; Prince Rupert) and major air cargo ports (Toronto; Vancouver; Montreal; Calgary; Edmonton; Ottawa) have now received and are using these units with further deployment being discussed for the future in other modes and ports.
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Canada Border Services Agency | Risk Assessment | b) Passenger and Crew Screening Initiative |
52.9
6.8 (ongoing) |
0.8 | 0.5 | Increased security measures at ports and marine facilities | Increased security measures at ports and marine facilities. Screened 100% of all vessels entering Canadian waters. Boarded selected vessels identified as high-risk. |
| Admissibility Determination | Passenger and Crew Screening Initiative (continued) | Total Allocation for Passenger and Crew Screening Initiative is provided above | 5.2 | 6.3 | Increased security measures at ports and marine facilities | Increased security measures at ports and marine facilities. Screened 100% of all vessels entering Canadian waters. Boarded selected vessels identified as high-risk. | |
| Internal Services | Passenger and Crew Screening Initiative (continued) | Total Allocation for Passenger and Crew Screening Initiative is provided above | 0.8 | 0.0 | Increased security measures at ports and marine facilities | Increased security measures at ports and marine facilities. Screened 100% of all vessels entering Canadian waters. Boarded selected vessels identified as high-risk. | |
| Total | 59.6 | 6.8 | 6.8 | ||||
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Canada Border Services Agency | Risk Assessment | c) Cruise Ship Inspections |
35.2
4.6 (ongoing) |
0.0 | 0.0 | Increased security measures at ports and marine facilities. | Results achieved in 2011-12 for Cruise Ship Inspections shown below. |
| Admissibility Determination | Cruise Ship Inspections (continued) | Total Allocation for Cruise Ship Inspections is provided above | 4.4 | 4.4 | Increased security measures at ports and marine facilities. | Results achieved in 2011-12 for Cruise Ship Inspections shown below. | |
| Internal Services | Cruise Ship Inspections (continued) | Total Allocation for Cruise Ship Inspections is provided above | 0.2 | 0.1 | Increased security measures at ports and marine facilities. | Results achieved in 2011-12 for Cruise Ship Inspections shown below. | |
| Total | 39.8 | 4.6 | 4.5 | ||||
Results Achieved in 2011-12: In fiscal year 2011-12, approximately 990 cruise ship calls were made at designated Cruise Ship Operations in Canada. On a regional basis, Pacific Region received 488 cruise visits, which is 49% of the overall cruise ship traffic. Following the National Marine Managers Meeting, a cruise ship subcommittee was established as a consultative group to discuss key policies and operational issues concerning the Cruise Ship Program.
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Public Safety | National Exercise Division | Marine-Based Counterterrorism Exercises | 1.0 | 0.2 | 0.1 | Results Achieved for Marine-Based Counter Terrorism Exercises | Results Achieved in 2011-12 for Marine-Based Counter Terrorism Exercises are listed below. |
Results Achieved in 2011-12: Exercise Broken Link was held in Charlottetown, P.E.I. , on September 21-22, and led by Public Safety Canada National Exercise Division (NED) and the Public Safety Regional Office ( P.E.I. ). The exercise included all three levels of government (federal, provincial, municipal) and the private sector in their respective roles in responding to a safety, security and consequence management event involving the Confederation Bridge.
The building block approach was used for this exercise: a preliminary workshop and a tabletop were delivered in March 2011. Several exercise activities were undertaken:
- April 27/28, 2011 - Initial Planning Conference (IPC)
- June 8/9, 2011 - Mid Planning Conference (MPC)
- August 23-26 2011 - Writing Board and injects synchronization
- August 30-31 2011 - Final Planning Conference (FPC)
- September 19/20, 2011 - Training Sessions
- September 20, 2011 - Orientation Session for players
- September 21/22, 2011 - Exercise Broken Link- Full Scale Exercise- Activation of Emergency Operation Centres (EOCs)
- September 22, 2011 - Exercise Broken Link - Functional Table Top
- September 22, 2011 - Debrief (hotwash)
- September 23, 2011 - Eastern Daylight Time Debrief
The general scenario was a Security related attacks threatening Island infrastructure and leading to a three-month closure of the Confederation Bridge thus isolating P.E.I. from the mainland.
A debrief followed the two day exercise which led to the development of the After Action report that was circulated to the participants. The Response Organization (RO), in collaboration with regional representatives, will develop an Action Plan and track recommendations in the following key areas:
- Review of the contingency/response plans to reflect the findings of the exercise;
- Develop a common understanding of secret level communications means and protocols;
- Increase regional awareness and knowledge of Federal Emergency Response Plan (FERP) principles – related to the coordination of the federal response to emergencies;
- Ensure all employees are properly trained on plans and emergency operating procedures; and
- Continue a building block approach to exercises which will culminate with a full scale exercise in 2 or 3 years to validate corrective actions are complete.
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Public Safety | Border Strategies National Security | Great Lakes-St. Lawrence Seaway Marine Security Operations Centre (Design Team) | 1.6 | 0.3 | 0.2 | Overall policy coordination for the implementation and direction of the permanent Great-Lakes St. Lawrence Marine Security Operations Centre (GL-MSOC). Oversee the development and administration of evaluations of the GL- MSOC ; and ensure that linkages and synergies between the GL- MSOC and other Portfolio-led maritime security and border initiatives are maximized. | Results Achieved in 2011-12 for the GL- MSOC are listed below. |
Results Achieved in 2011-12: The Department participated in both the GL- MSOC National Representatives Working Group, as well as senior level fora including the MSOC Directors’ Working Group and the Interdepartmental MSOC Program Review Board, in order to provide overall policy coordination and support in developing the GL- MSOC project.
Specifically, the Department oversaw the development and administration of the Management Review evaluation, and assisted with the drafting of core documents such as the Concept of Operations, as well as a Memorandum of Understanding for the sharing of routine data and information by partners within the GL- MSOC .
In an effort to maximize linkages and synergies between the GL- MSOCs and other portfolio-led maritime security and border initiatives, Public Safety also organized and held a national workshop on Safeguarding and Responsiveness, with regional partners, in support of communicating and building on the Maritime Security Strategic Framework, as well as to inform the development of a Safeguarding and Responsiveness Strategy.
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| National Defence | Generate and Sustain Integrated Forces — Generate and Sustain Forces Capable of Maritime Effects — Operational Units | a) Coastal Marine Security Operations Centres |
Vote 5
Vote 1
|
Vote 5
Vote 1
|
Vote 5
Vote 1
|
Expected Results for Coastal Marine Security Operations Centres | Results Achieved in 2011-12 for the Coastal Marine Security Operations Centres are listed below. |
| Total | 250.2 | 52.8 | 12.2 | ||||
Results Achieved in 2011-12: The MSOCs Project received effective project approval on March 24, 2011, and is forecasting Interim Operational Capability #2 in November 2012, and Full Operational Capability in April 2014.
Project management and engineering support contracts established to be used during the project’s implementation phase.
Core Partners initiated the development of the Marine Security Operations Centres Capability Management Organization to fully support the Marine Security Operations Centres capability upon project close-out.
The project increased cooperation between departments and agencies.
MSOCs continued to provide effective domain awareness and support to the core partner departments and agencies.
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| National Defence | Generate and Sustain Integrated Forces — Generate and Sustain Forces Capable of Maritime Effects — Operational Units | b) Interdepartmental Maritime Integrated Command Control and Communication | 17.0
|
1.4
|
1.1 | Expected Results for Interdepartmental Maritime Integrated Command Control and Communication | Results Achieved in 2011-12 for Interdepartmental Maritime Integrated Command Control and Communication are listed below. |
Results Achieved in 2011-12:
- Achieved Preliminary Design review
- Technical Meeting achieved on both coasts
- Completed critical design review
- Computer Based training acceptance
- Conducted Integrated logistic support conference Feb 12
- Conducted Review Meetings 1-6
- Conducted three sessions on independent validation and verification
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| National Defence | Conduct Operations — Domestic and Continental Operations — Conduct Ongoing Operations and Services to Canadians | c) Increased On-Water Presence/Coordination (Marlant and Joint Task Force) | 5.0
|
5.0 | 5.0 | Expected Results for Increased On-Water Presence/ Coordination | Results Achieved in 2011-12 for Increased On-Water Presence / Coordination are listed below. |
Results Achieved in 2011-12: The department provided additional sea day funding to the Royal Canadian Navy (RCN) to enable the Canadian Forces to further contribute to maritime surveillance / Maritime Domain Awareness within Canada’s coastal approaches. Of note, Maritime security functions are conducted whenever a HMC ship proceeds to sea, whether this is a dedicated patrol or as a secondary function of normal operations.
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Royal Canadian Mounted Police | Marine Security | a) National Ports Project | 10.5 | 1.0 | Included in the actual for b). See below | Expected Results for the National Ports Project | Results Achieved in 2011-12 for the National Ports Project are listed within the National Port Enforcement Team below. |
| b) National Port Enforcement Teams | 31.2 | 4.4 | 6.1 | Expected Results for National Port Enforcement Teams | Results Achieved in 2011-12 for National Port Enforcement Teams are listed below. | ||
| Total | 41.7 | 5.4 | 6.1 | ||||
Results Achieved in 2011-12:
- The National Port Enforcement Teams (NPET) maintains a strong relationship with core partners such as the Canada Border Services Agency and local law enforcement agencies.
- NPET recovered 352 stolen vehicles that were being exported mainly from the Port of Montreal and the Port of Halifax. NPET operations demonstrate a sharp decrease compared to the 698 vehicles seized in the previous year. The approximate value of the recovered stolen vehicles is $8 million. Investigations resulted in four individuals in the Montréal region being charged with conspiracy and possession of property obtained by crime and in Toronto, two individuals were charged with public mischief and fraud charges.
In collaboration with CBSA , NPET also seized a total of 386 kg of cocaine, 47 tons of hashish and just above 3500 kilograms of precursor chemicals, mainly for the illicit manufacturing of ecstasy. While several investigations are being pursued, long term investigations have resulted in twenty (20) individuals being charged for conspiracy and importation of drugs under sections 465 of the Criminal Code and section 6 of the Controlled Drugs and Substances Act, including three accused who were employees at the Port of Montréal.
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Royal Canadian Mounted Police | Marine Security | c) Marine Security Emergency Response Team Training | 5.0 | 0.6 | 0.5 | Expected Results for Marine Security Emergency Response Team training | Results Achieved in 2011-12 for Marine Security Emergency Response Team are listed below. |
Results Achieved in 2011-12:
- The Emergency Response Team Marine Intervention training course is delivered once a year. Emphasis is placed on tactical proficiency while operating safely in a marine environment. The course was held in June 2011.
- Both "O" Division and "C" Division Marine Security Emergency Response Teams (MSERT) have completed over 80 training sessions during the past fiscal year. A recruiting and in-house training program was put in place to identify and train suitable candidates to ensure human resources sustainability in both divisions. Both teams were involved in a week-long joint training exercise in May 2011 to ensure interoperability and maintain operational standards. “C” Division also participated in a three day Canadian Forces training exercise.
Support is being provided by the Critical Incident Program and the National Tactical Training Section to MSERT through continuous research and tactical innovation. Required improvement and evolution of equipment remains ongoing and is necessary to ensure safe and efficient policing operations.
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Royal Canadian Mounted Police | Marine Security | Marine Security Emergency Response Teams Re-profiled funding carried forward to 2007-08 | 43.9 | 5.6 | 5.6 | Expected Results for Marine Security Emergency Response Teams Re-profiled funding carried forward to 2007-08 | Results Achieved in 2011-12 for Marine Security Emergency Response Teams Re-profiled funding carried forward to 2007-08 are listed below. |
Results Achieved in 2011-12:
- Marine Security Emergency Response Teams (MSERT) were involved in 95 operations over the past year, four of which occurred in the maritime environment.
- Both “O” and “C” Division teams provided on water response capacity in their respective region, ready to respond to any water borne threat, during the Royal visits. The "C" Division team also provided on water security to the Prime Minister during his visit in Montréal, Québec.
“C” Division MSERT took part in an operation in the Valleyfield region which led to a marine intervention. The operation resulted in the seizure of $1.5 million dollars worth of contraband tobacco and the arrest of 18 individuals.
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Royal Canadian Mounted Police | Forensic Identification | e) Marine Transportation Clearance Program | 2.5 | 0.2 | 0.1 | Expected Results for the Marine Transportation Clearance Program | Results Achieved in 2011-12 for the Marine Transportation Clearance Program are listed below. |
Results Achieved in 2011-12:
- The Marine Transportation Security Clearance Program (MTSCP) was initiated in January 2003 with a commitment to introduce background checks of workers at marine facilities and ports.
- The MTSCP is an expansion of the existing Transportation Security Clearance Program which was implemented at Canada’s airports in 1985.
- The MTSCP applies to persons who work in certain restricted zones, persons performing designated duties, and others, such as marine pilots and seafarer's who wish to obtain a Seafarer's Identification Document (SID).
- The purpose of the MTSCP is to reduce the risk of security threats by preventing unlawful interference with the marine transportation system by conducting background checks on marine workers who perform certain duties or who have access to certain restricted zones. Those that fail to obtain their restricted zone passes will be permitted to work in non restricted areas.
- In 2011-12, the RCMP performed 36 Law Enforcement Record Checks (LERC) on new marine ports employees and 1800 security updates for the renewal of current employees’ Restricted Area Identification Cards (RAIC).
- Transport Canada refused to grant 25 employees clearance for access to marine port restricted zones.
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Royal Canadian Mounted Police | Marine Security | f) Great Lakes-St. Lawrence Seaway Marine Security Operations Centre | 22.8 | 8.5 | 6.1 | Expected Results for the Great Lakes-St. Lawrence Seaway Marine Security Operations Centre | Results Achieved in 2011-12 for the Great Lakes-St. Lawrence Seaway Marine Security Operations Centre are listed below. |
Results Achieved in 2011-12:
- The implementation of intelligence collection plans and the increased participation of core partners as well as provincial and municipal law enforcement agencies, including United States Coast Guard, within the Great Lakes and St. Lawrence Seaway Marine Security Operation Centre ( GL-SLS MSOC ) contributed to obtaining an improved domain awareness picture within the Great Lakes and the St. Lawrence Seaway.
- Through 2011-12, the GL-SLS MSOC produced four collaborative intelligence assessments and 12 law enforcement specific intelligence reports. There were over 50 outreach activities reaching out to law enforcement and other agencies in Canada and the United States.
- The increased use of technology including sensors at the GL-SLS MSOC and the deployment of a resource to the US Border Patrol Operational Information Centre in the State of Michigan, provide an improved situational awareness and resulted in increased law enforcement interdictions.
- The GL-SLS MSOC provided information and actionable intelligence to several government departments and/or agencies, as well as law enforcement on the East and West coasts and within the Great Lakes and St. Lawrence River region. The GL-SLS MSOC contributed to several ongoing investigations among which, three investigations of national security interest, the arrest and seizure of liquor being smuggled into Canada, five illegal migration investigations including a deserter and a stowaway, over five drug importation and trafficking investigations including organized crime activities as well as illegal fishing under Ontario provincial law and regulations.
The GL-SLS MSOC building project is meeting its timelines following the approval by the Government in 2010. The Functional Program Verification Analysis and Building design were completed and the building tender will be awarded in July 2012.
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Royal Canadian Mounted Police | Marine Security | g) National Waterside Security Coordination Team | 6.5 | 0.8 | 0.7 | Expected Results for the National Waterside Security Coordination Team | Results Achieved in 2011-12 for the National Waterside Security Coordination Team are listed below. |
Results Achieved in 2011-12:
- The National Waterside Security Coordination Team (NWSCT) 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.
- Through 2011-12, the NWSCT provided much research and study for the development of policy in relation to waterside and on water law enforcement.
- The NWSCT contributed and provided recommendations on the Waterside Security Roles and Responsibility Study which lead to the development of the Port Waterside Security Action Plan and the creation of the National Port Security Committee.
Team members attended and contributed to various national and local maritime security committees and meeting including Port Security Committees, the Maritime Domain Awareness Workshop, the Safeguarding and Responsiveness Workshop and the National Marine Law Enforcement Services Workshop.
| Federal Partners | Federal Partners Program Activity | Names of Programs for Federal Partners | Total Allocation (from start to end date) | 2011-12 ($ millions) | |||
|---|---|---|---|---|---|---|---|
| Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
| Royal Canadian Mounted Police | Marine Security | h) Marine Security Enforcement Teams | 41.2 | 6.3 | 4.5 | Expected Results for Marine Security Enforcement Teams | Results Achieved in 2011-12 for Marine Security Enforcement Teams are listed below. |
| Public Works and Government Services Canada - Accommodations | 7.1 | 0.5 | 0.5 | ||||
| Total | 48.3 | 6.8 | 5.0 | ||||
Results Achieved in 2011-12:
- The Marine Security Enforcement Teams (MSET) held 21 outreach activities and police community relation events including operating a booth at the Toronto International Boat Show to increase public awareness and the reporting of suspicious activities.
- MSET participated in five Marine Security Emergency Response Teams training exercises and took part in the delivery of the Tactical Vessel Operator (TVO) course held in June 2011.
- The teams increased our maritime domain awareness through their partnership with the Canadian Coast Guard and with other law enforcement agencies, and by providing the Marine Security Operations Centers with timely information and intelligence.
- During the 2011-12 spring season, MSET provided support to the Department of Fisheries and Oceans ( DFO ) and monitored the seal hunt in the Gulf of St. Lawrence and in the Atlantic Provinces’ region. They were further called upon to assist provincial and local authorities during the flooding in the Québec region of Missisquoi Bay.
- Throughout the summer MSET engaged other RCMP units, federal departments and agencies as well as international partners in six smuggling of goods operations, in five human smuggling cases and in six drug smuggling interdictions and investigations. As a result of their operations and interdictions, 31 charges were laid for failing to report under the Customs Act by CBSA . Also, there was one charge laid for smuggling of 52 bottles of liquor and one charge laid for illegal importation of a firearm. MSET also contributed, in one instance, in the seizure of 367 lbs of marihuana and of 32.5 lbs in a second seizure. Both seizures were carried out on the United States side of our common border.
“C” Division MSET led a project in the Gulf of St. Lawrence and on the East coast which was aimed at identifying international recreational vessels sailing into Canada’s internal water via the East coast. This project included the participation of the Coastal and Airport Watch Program, “C”, “B”, “H”,” J” and “L” Divisions coastal Detachments, the MSOC East, the Sûreté du Québec (SQ), CBSA , DFO , and Transport Canada. During the on water operations, 21 vessels were boarded and verified of which, 11 vessels were determined to have come from outside Canadian internal water.
Comments on Variances:
Royal Canadian Mounted Police
As noted in Chapter 5 of the June 2011 Status Report of the Auditor General of Canada, the RCMP has had to reallocate funding internally from all programs in order to meet the increased demands for National Policing Services. Furthermore, various Federal and Protective policing priorities have created additional requirements to reallocate funding and resources. As result, $3.8M of funding from the Marine Security program was directed toward these pressures.
Contact information: Donald Roussel, Director General, Marine Safety & Security, Transport Canada, 613-998-0610, Donald.Roussel@tc.gc.ca