Debates of Sept. 17th, 2012

Question No. 723

[Bernard Valcourt, Conservative, Associate Minister of National Defence and Minister of State (Atlantic Canada Opportunities Agency) (La Francophonie)]

Mr. Speaker, there have been two reports sent to the Minister of National Defence and/or the Associate Minister of National Defence regarding the cost of the F-35.

The titles of these documents are as follows:

2012 U.S. Government Accountability Office Report on the Joint Strike Fighter (JSF)

Parliamentary Budget Officer Report--An Estimate of The Fiscal Impact of Canada’s Proposed Acquisition of the F-35 Lightning II Joint Strike Fighter

Question No. 725

[Gerry Byrne, Liberal, Humber—St. Barbe—Baie Verte, NL]

With regard to the Minister of National Defence, not including any activity that would be considered a cabinet confidence, since January 1, 2012: (a) what is the date, time, location and nature of all government business conducted by the Minister; (b) what means of transportation did the Minister use the attend each event; and (c) who accompanied the Minister to each event?

[Peter MacKay, Conservative, Minister of National Defence]

Mr. Speaker, the Supreme Court of Canada has affirmed a Federal Court decision concluding that a minister, unlike a public servant or Canadian Forces member, is not an officer of a government institution for the purposes of paragraph 3(j) of the Privacy Act. See Canada (Information Commissioner) v. Canada (Minister of National Defence), 2011 SCC 25, [2011] 2 S.C.R. 306. As a result, information about the Minister of National Defence that appears on his agenda is considered personal information and is protected by section 19 of the Access to Information Act.

However, much information regarding government business conducted by the Minister of National Defence is made publicly available on the departmental website. News releases, media advisories, and statements can be found at the following web link: http://www.forces.gc.ca/site/news-nouvelles/news-nouvelles-eng.asp.

Information falling under the proactive disclosure policy relating to travel and hospitality expenses of the Minister of National Defence and those travelling with him, including the Associate Minister, Parliamentary Secretary, ministerial exempt staff, and senior-level employees at the deputy minister, chief of the defence staff, assistant deputy minister, and equivalent levels, is also in the public domain and can be accessed at the following link: www.admfincs-smafinsm.forces.gc.ca/pd-dp/index-eng.asp.

Question No. 727

[Gerry Byrne, Liberal, Humber—St. Barbe—Baie Verte, NL]

With regard to the Minister of National Defence, how many Blackberrys have been issued to him since August 14, 2007?

[Peter MacKay, Conservative, Minister of National Defence]

Mr. Speaker, the Department of National Defence has not issued any BlackBerrys to the Minister of National Defence since August 14, 2007.

Question No. 728

[Gerry Byrne, Liberal, Humber—St. Barbe—Baie Verte, NL]

With regard to weapons-grade uranium (WGU), since February 6, 2006, to what countries has the government authorized the export of WGU and what quantities have been exported to each country?

[David Anderson, Conservative, Parliamentary Secretary to the Minister of Natural Resources and for the Canadian Wheat Board]

Mr. Speaker, highly enriched uranium, HEU, is uranium enriched beyond 20% in the isotope uranium-235. HEU is only considered weapons-grade uranium when it has been enriched to 90% or above in the isotope U 235.

Canada does not produce HEU. Rather, it is imported for specialized civilian nuclear use and may be returned to its country of origin or exported in very small quantities. In keeping with Canadian nuclear non proliferation policy, these exports are solely for peaceful, non-explosive purposes. Canadian imports and exports of HEU have been for civilian use and have not been associated with a weapons program.

Since February 6, 2006, the Canadian Nuclear Safety Commission has authorized the export of 50.4 kilograms of HEU. Only two countries were the recipients of this material: the United States of America and Austria, the location of the International Atomic Energy Agency, IAEA, headquarters. The exact cumulative quantities sent to each country between February 6, 2006, and May 31, 2012, are as follows:

A total of 50.34 kilograms was sent to the U.S.A.: 4.33 kilograms contained within a spent fuel assembly from the McMaster University Research Reactor and the decommissioning of the Dalhousie University SLOWPOKE reactor were being returned for storage and surveillance;46.0 kilograms of U.S.A. origin HEU were being repatriated as part of the global threat reduction initiative, originally imported to Canada for use in research reactor fuel assemblies; and 0.013 kilograms contained within fission chambers were sent for repair to the U.S.A.

A total of 0.064 kilograms was sent to Austria, IAEA: 0.0023 kilograms HEU contained within a fission chamber was being returned to Vienna following its use by IAEA inspectors in their safeguards program for Candu reactors; and 0.062 kilograms were sent as small samples selected by IAEA inspectors for verification and analysis following inspections of Canadian nuclear reactor facilities.

Question No. 733

[Lawrence MacAulay, Liberal, Cardigan, PE]

With regard to the Department of Fisheries and Oceans (DFO): (a) what is the current expenditure for wild Atlantic salmon in the categories of (i) management, (ii) research/assessment, (iii) enhancement/habitat, (iv) enforcement; (b) what is the detailed and complete breakdown of the $12 million noted in the Wild Atlantic Salmon Conservation Policy; and (c) what are the current expenditures for Atlantic salmon aquaculture, broken down for the east coast, Ottawa headquarters, and the west coast?

[Keith Ashfield, Conservative, Minister of Fisheries and Oceans and Minister for the Atlantic Gateway]

Mr. Speaker, in response to (a)(i), fisheries management, $931, 500 per year. This does not include figures for Quebec.

In response to (ii), the following numbers are estimates for fiscal year 2011-12, given that the department’s funding is often based on broader, horizontal programs rather than individual species, such as Atlantic salmon: $4,547,000 for research and assessment; $1,167,000 for species at risk.

In response to (iii), the habitat program is not managed on a species-by-species basis. Consequently, it is impossible for Fisheries and Oceans Canada to provide the current expenditures specific to wild Atlantic salmon (a)(iii) enhancement/habitat. The program does operate in all four Atlantic provinces and Quebec, where wild Atlantic salmon are found, and does carry on work to protect and conserve this species, along with other species of importance.

In response to (iv), $5.7 million.

In response to (b), note that these figures were provided as working estimates during development of the policy and should not be considered complete or accurate. For fiscal year 2004-05, these are estimates of spending by DFO and do not include any provincial spending: management, $200,200; international, $198,100; research/assessment, including habitat science, $6,216,200; enhancement/habitat, $804,700; enforcement, $3,177,700; aboriginal fisheries, $684,000; species at risk office, $7,400; real property, $1,186,000. The total is $12,474,300.

In response to (c), the department's financial tracking does not allow for species specific recording of aquaculture funding.

Question No. 736

[Scott Simms, Liberal, Bonavista—Gander—Grand Falls—Windsor, NL]

With respect to the snowmobile protests that took place in Terra Nova National Park between January 2010 and December 2011 and all events and circumstances related to these protests, what are the details of all ministerial correspondence, letters, emails, internal recommendations, internal correspondence, internal action plans, briefing notes, or other written material pertaining to these events?

[Peter Kent, Conservative, Minister of the Environment]

Mr. Speaker, a breakdown of all ministerial correspondence, letters, emails, internal recommendations, internal correspondence, internal action plans, briefing notes, and other written material pertaining to the snowmobile protests that took place in Terra Nova National Park between January 2010 and December 2011 is as follows: 10 briefing notes, 218 emails, 20 internal action plans, 2 internal recommendations, 22 ministerial correspondence, 1 letter, and 12 other written material.

Question No. 743

[Niki Ashton, NDP, Churchill, MB]

With regard to Status of Women Canada: (a) in the recent federal budget, were there cuts to Status of Women Canada and, if so, did those cuts affect the Women’s Program in terms of personnel or funding for projects; (b) are the PDF files of the reports of completed Women’s Program projects still available on Status of Women Canada website and, if so, where are they, (i) if they are not available, why not; and (c) are the summaries of the results of the current and past Women’s Program competitions still available on the Status of Women Canada website and, if not, why, (i) if yes, where are they?

[Rona Ambrose, Conservative, Minister of Public Works and Government Services and Minister for Status of Women]

Mr. Speaker, in response to (a), no cuts were made to Status of Women Canada as a result of the recent federal budget.

In response to (b), PDF files of final reports of completed women’s program projects have never been posted on the Status of Women Canada website.

In response to (c), results of women’s program calls for proposals are posted on the Status of Women Canada website as they become available either through news releases or through proactive disclosure of grant and contribution awards.

Question No. 744

[Philip Toone, NDP, Gaspésie—Îles-de-la-Madeleine, QC]

With regard to the closure of and budget cuts at Fisheries and Oceans laboratories in Sidney, British Columbia; Winnipeg, Manitoba; Burlington, Ontario; Mont-Joli, Québec; Moncton, New Brunswick; and Dartmouth, Nova Scotia: (a) how many full-time, part-time and contract jobs were lost as a result of these closures and cuts, broken down by laboratory; (b) how much is being saved as a result of these closures and cuts, broken down by laboratory; (c) will the jobs referred to in (a) be transferred elsewhere in Canada; (d) what research will stop as a result of these closures and cuts; (e) will the laboratories’ chemical pollution monitoring and research activities be carried out elsewhere in Canada, (i) if so, by which organizations and how much funding will those organizations receive, (ii) if not, what is the rationale for ending those activities; and (f) will research in ecotoxicology and environmental chemistry be carried out elsewhere in Canada following these closures and cuts, (i) if so, by which organizations and how much funding will those organizations receive, (ii) if not, what is the rationale for ending those activities?

[Keith Ashfield, Conservative, Minister of Fisheries and Oceans and Minister for the Atlantic Gateway]

Mr. Speaker, with regard to (a), managers are continuing to analyze the results of the measures on their programs, including the human resource impacts. As a result, it is not yet clear exactly how many employees will receive surplus and opting letters. It remains the Department’s goal to address reductions to the greatest extent possible through attrition, deployment, planned retirement and other staffing mechanisms.

With regard to (b), the forecasted savings for Fisheries and Oceans Canada as a result of the strategic and operating review are approximately $79.3 million by 2014-15.

With regard to (c), in lieu of in-house research on the biological effects of contaminants, the department will establish an advisory group to ensure departmental priorities are met. The five-member advisory group will be located regionally, with three advisors in Winnipeg, Manitoba, one advisor on the east coast, and one advisor on the west coast.

With regard to (d), in lieu of in-house research on the biological effects of contaminants, the department will establish an advisory group.

With regard to (e) and (f)(i), the newly established advisory group will manage a research fund of close to $1.4 million to obtain scientific information from academia and independent facilities on the biological effects of contaminants.

The advisory group will begin undertaking its functions over the course of this fiscal year. In the months ahead, advisory group members will begin engaging experts from the academic community and other independent facilities.

Question No. 747

[Annick Papillon, NDP, Québec, QC]

With regard to the anticipated one-time costs of closing the Maritime Rescue Sub-Centre in Quebec City (MRSC Quebec), and the merger of MRSC Quebec with the Joint Rescue Coordination Centre Halifax (JRCC Halifax) and the Joint Rescue Coordination Centre Trenton (JRCC Trenton), what is the total cost of: (a) merging MRSC Quebec with JRCC Halifax and JRCC Trenton; (b) the new training that will be given at JRCC Halifax and JRCC Trenton, including language training and the overtime required to replace employees taking training; (c) moving to JRCC Halifax and JRCC Trenton; (d) the necessary upgrades to JRCC Halifax and JRCC Trenton; (e) payments to employees who decide to leave the public service because of the merger; (f) hiring employees to offer the services once provided by MRSC Quebec; (g) moving employees and project managers between JRCC Halifax, JRCC Trenton, MRSC Quebec and Ottawa as a result of the merger; (h) managing projects, including the replacement of the Regional Superintendant, Search and Rescue, to oversee the logistics of the merger; and (i) other requirements related to work force adjustment, such as making reasonable job offers to affected employees?

[Keith Ashfield, Conservative, Minister of Fisheries and Oceans and Minister for the Atlantic Gateway]

Mr. Speaker, in response to (a), the consolidation and closure of both marine rescue sub-centres, MRSCs, in St. John’s and Quebec is being administered as one project. MRSC St. John's was safely and successfully consolidated and closed on April 25, 2012. An approximate one-time cost of $735,000 was expended in fiscal year 2011-12 in support of the consolidation of MRSCs St. John's and Quebec into joint rescue coordination centres, JRCCs, Halifax and Trenton. The Canadian Coast Guard, CCG, is working closely with the Canadian Forces, CF, on the consolidation of MRSC Quebec into JRCCs Halifax and Trenton. The total cost for MRSC Quebec is not available at this time, as the consolidation process is still under way.

In response to (b), to date, most of the technical training at JRCC Halifax has been completed. The amount and type of training required at JRCC Trenton is being finalized. Total costs are not available at this time.

In response to (c) and (g), there has been one employee relocation associated with the MRSCs’ consolidation. The approximate cost for this move from CCG search and rescue, SAR, station Tobermory, Ontario, to JRCC Halifax is $12,000, with additional estimated expenses of $15,000. There have been no moving costs to date associated with JRCC Trenton. Approximately $21,000 in travel costs have been expended in support of the MRSC Quebec component of this consolidation.

In response to (d), the renovation of JRCC Halifax was planned and funded prior to the announcement on the consolidation of MRSCs St. John’s and Quebec. The only incremental upgrade cost was $151,000 for the installation of telecommunications equipment. No further upgrade costs are planned for JRCC Halifax at this time, as the facility meets all requirements to assume the workload of MRSC Quebec. CCG continues to work with the CF to identify and finalize upgrade costs associated with JRCC Trenton. Total costs are not available at this time.

In response to (e), no employee has opted to depart the public service as a result of this consolidation.

In response to (f), new JRCC Halifax employees currently provide services to the former area of responsibility of MRSC St. John's and, later in the year, to the area of responsibility of the eastern portion of MRSC Quebec, Gulf of St Lawrence, as consolidation progresses. In further support of the MRSC Quebec consolidation, additional employees will be hired at JRCC Trenton. The total cost of this hiring is not available at this time.

In response to (h), most project management has and continues to be done in-house using existing personnel. Correspondingly, project management costs to-date have been minimal. In FY 2011-12 approximately $250,000 of the total project cost of $735,000, which includes travel, meeting and administrative expenses, and salary expenses for project management work, is linked to project management.

In response to (i), work force adjustment costs are not available at this time. The CCG is working with affected employees at MRSC Quebec to determine a career plan for each employee.

Question No. 750

[Ralph Goodale, Liberal, Wascana, SK]

With regard to the Police Officers Recruitment Fund’s purpose to recruit 2,500 officers across the country: (a) how many police officers were hired in each province and territory as a result of the fund; (b) how many of those officers are still in active service on the streets, and where; (c) how much money remains in the fund; and (d) when will the government renew the fund?

[Vic Toews, Conservative, Minister of Public Safety]

Mr. Speaker, budget 2008 set aside a one-time allocation of $400 million, allocated on a per capita basis and over five years, for the creation of the police officer recruitment fund to assist provinces and territories to recruit additional front-line police officers. All provinces and territories participated in the initiative.

The funds were structured in such a way as to give provinces and territories flexibility to use the funding to address their unique public safety priorities and policing needs, while at the same time respecting provincial jurisdiction for policing. Provinces and territories are responsible for accessing and allocating their portions of the funding to meet their public safety priorities. It is important to note that $400 million represents a significant contribution to policing costs incurred by the provinces and territories for an area of jurisdiction in which they have responsibility.

Thus far, the police officer recruitment fund has contributed to increasing the number of police officers across Canada by more than 2,000 since just 2009.

Question No. 758

[Randall Garrison, NDP, Esquimalt—Juan de Fuca, BC]

With regard to the decision to terminate the Office of the Inspector General of Canadian Security Intelligence Service (CSIS) in Bill C-38: (a) when was the decision made; (b) who was consulted on the decision; (c) what provision has the government made to ensure that the Security Intelligence Review Committee (SIRC) will be able to replace all the functions of CSIS; (d) what provisions have been made to give SIRC the same investigatory powers that the Inspector General formerly had; (e) what plans has the government made to ensure that SIRC is able carry out these functions, in addition to its other responsibilities, despite a budget cut of $800,000?

[Vic Toews, Conservative, Minister of Public Safety]

Mr. Speaker, with regard to (a), Parliament voted to pass Bill C-38, the Jobs, Growth and Long-term Prosperity Act, on June 29, 2012. Upon royal assent, the Office of the Inspector General of the Canadian Security Intelligence Service’s, IG-CSIS, core oversight responsibilities were transferred to the Security Intelligence Review Committee, SIRC.

With regard to (b), the House of Commons debated Bill C-38 at length, and the House of Commons Standing Committee on Finance held 13 meetings on the budget bill. The Senate also debated Bill C-38 at length, and the Standing Senate Committee on National Finance held 20 meetings, including a pre-study, on the budget bill.

With regard to (c), the government has expanded SIRC’s legislative mandate to include producing an annual certificate to the Minister of Public Safety on the CSIS director’s annual classified report to the Minister of Public Safety, which was formerly the key function of the IG-CSIS. This legislative change ensures that SIRC will have the authority to examine the CSIS director’s report. Like the IG formerly, in its certificate SIRC will state the extent to which it is satisfied with the director’s report, as well as whether in its opinion any activities described in the report may not have been authorized under the CSIS Act, contravened ministerial direction, or were unreasonable or unnecessary in the circumstances, per subsection 38(2) of the amended CSIS Act.

SIRC already effectively has the IG-CSIS’ other functions, namely monitoring CSIS’ compliance with its operational policies and reviewing its operational activities, per sections 38 and 40 of the CSIS Act.

With regard to (d), SIRC has the same investigatory powers as the IG-CSIS had. Both have the power to access any information in CSIS’ control, with the sole exception of cabinet confidences, per sections 31 and 39 of the CSIS Act. Bill C-38 does not alter SIRC’s investigatory powers in any respect.

Like the IG-CSIS has done, SIRC uses these investigatory powers to review the compliance of CSIS activities with the CSIS Act and with regulations and directions issued by the Minister of Public Safety.

With regard to (e), SIRC will receive additional resources to ensure it has the capacity to fulfill its new responsibilities. The decision, as approved by Parliament, will result in a net savings of approximately $785,000.

Question No. 762

[Kevin Lamoureux, Liberal, Winnipeg North, MB]

With regard to the National Capital Commission (NCC): (a) what was the original timeline or schedule for its Interprovincial Transit Strategy; (b) was each proposed milestone in that timeline or schedule met; (c) if not, what was the reason for the delay; (d) what is the currently anticipated release date for the final report; and (e) what steps will the NCC take to follow up on the conclusions or recommendations of that report?

[John Baird, Conservative, Minister of Foreign Affairs]

Mr. Speaker, the interprovincial transit strategy is a collaborative effort led by its study partners, the National Capital Commission, NCC; the Société de transport de l’Outaouais, STO; and the City of Ottawa as funders, with the participation of the Ville de Gatineau. The study will propose a vision to achieve sustainable, seamless and interconnected transit serving the Ottawa and Gatineau downtowns, supported by specific steps for how the partners could work collaboratively with wise investments in the near and long terms.

In response to (a), the study consists of a number of stages and milestones that included the following: study initiation, analysis of needs and opportunities, development of strategic pillars, selecting modeling method, and identification of scenarios. These milestones were interspersed with several stakeholder and public consultations and focus group sessions.

The joint study was initiated in spring 2009. The original timelines were these: phase I, April/May 2009, the benefits and challenges of interprovincial transit; phase II, June/August 2009, the process for selection of a solution; phase III, February 2010, confirmation and prioritization; and phase IV, June/July 2010, progressing the strategy

In response to (b) and (c), the screening and evaluation of scenarios required more time and attention than anticipated, in response to requests by stakeholders for a broader spectrum of scenarios for medaling and detail consideration. This has required prolonged review and meticulous consideration by the study partners.

In response to (d), a final draft of the strategy report is currently being reviewed by the study partners, and is anticipated to be released in fall 2012.

In response to (e), the partners acknowledge the importance of the study as a blueprint for ongoing dialogue, collaboration and cooperation on interprovincial transit planning and service delivery that aims to increase ridership, reduce downtown congestion and cut emissions. Some of the study recommendations will require joint action over the coming years while others will need to be taken forward by each authority over different times.

Question No. 764

[Denis Coderre, Liberal, Bourassa, QC]

With regard to the Canadian Coast Guard: (a) what is the rationale for the closure or anticipated closure of the Marine Communications and Traffic Centres in (i) St. Anthony, Newfoundland and Labrador, (ii) St. John’s, Newfoundland and Labrador, (iii) Saint John, New Brunswick, (iv) Rivière-au-Renard, Quebec, (v) Montreal, Quebec, (vi) Thunder Bay, Ontario, (vii) Vancouver, British Columbia, (viii) Tofino, British Columbia, (ix) Comox, British Columbia, (x) Inuvik, Northwest Territories; (b) what is the rationale for the closure or anticipated closure of the Marine Rescue Centres in (i) St. John’s, Newfoundland, (ii) Quebec City, Quebec; (c) what is the rationale for the closure or anticipated closure of the Kitsilano Coast Guard base; (d) what evaluations, studies, or assessments were made or conducted, and used to inform the decision with respect to the closure of each of those named facilities; and (e) what are the dates and file numbers of those evaluations, studies or assessments?

[Keith Ashfield, Conservative, Minister of Fisheries and Oceans and Minister for the Atlantic Gateway]

Mr. Speaker, with regard to (a), the Canadian Coast Guard, CCG, consolidated 43 marine communications and traffic services, MCTS, centres into 22 centres between 1994 and 1999, and continued to provide the same high level of safety and traffic services. Building on its past consolidation success, CCG is consolidating 22 existing centres into 12 centres across the country. The consolidated centres will be equipped with state-of-the-art technology to maximize the efficiency of operations.

With regard to (b), the marine rescue sub-centres, MRSCs, are being consolidated into the JRCCs in Halifax and Trenton with no impact on service standards or public safety. The decision to consolidate the MRSCs located in St. John’s and Quebec City with the joint rescue coordination centres, JRCCs, located in Halifax and Trenton will facilitate incident response coordination by co-locating both air and maritime personnel in a single rescue centre. Co-location will provide for closer communication between CCG and Canadian Forces personnel. As of April 25, 2012, maritime search and rescue coordination responsibilities of MRSC St. John’s were successfully assumed by JRCC Halifax, and Canadians continue to receive the same level of service.

With regard to (c), the CCG has determined the most effective and efficient mix of federally funded resources for the Vancouver area to maintain current the level of service. These resources will include a new inshore rescue boat, which will be strategically positioned within Vancouver harbour and be operational during the busy summer period; the Sea Island hovercraft; a strengthened partnership with the Royal Canadian Marine Search and Rescue, as well as other emergency responders; and, as always, vessels of opportunity.

With regard to (d), the CCG continually strives to provide outstanding maritime services to Canadians and to improve our service delivery whenever possible. To this end, CCG continually evaluates program planning and delivery to ensure the most effective and efficient use of available resources.

With regard to (e), the files include Marine Communications and Traffic Services Levels of Service, May 2010; and Marine Communications and Traffic Services Centres Workload Analysis Recommendations Concerning Optimum Staffing, October 20, 2011.