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Transportation Safety Board of Canada2007-2008Report on Plans and Priorities
Table of Contents
Section 2 - Analysis of Program Activity
Section 3 - Supplementary Information
Chair's MessageThe Transportation Safety Board of Canada (TSB) enjoys a solid reputation, nationally and internationally, as a technically skilled and professional investigative organization. As one of only a few multi-modal safety investigation agencies in the world, the TSB pursues its mandate within a framework of independence that makes it a global leader in that regard. The TSB is a knowledge-based organization. We collect and analyze information, transform it into knowledge and communicate what we know in order to influence positive changes to transportation safety. The TSB must therefore have efficient and effective information management practices. We have made an enormous effort in the last few years to develop and implement an investigation and information management system that meets our needs and complies with government information management requirements. Over the last year, we implemented most of the modules contained in the system. However, work remains to be done in order to make the system's modules and tools fully functional and user-friendly. This project therefore continues to be a priority for the coming year. The public expects safety deficiencies in the transportation system to be identified and corrected. Over the years, the TSB has done an excellent job to demonstrate its credibility to Canadians by identifying safety deficiencies and issuing numerous safety recommendations. However, not all recommendations have been acted upon satisfactorily. That explains why we are publishing on our website our reassessment of the actions taken to address our recommendations. We hope that this public disclosure will act as an incentive to influence greater change and lead to improved safety actions. This year, the Board members will play a greater role with stakeholders and industry to increase the visibility of TSB's recommendations that are still outstanding. We will also pursue our efforts to increase the number of satisfactory responses to our recommendations through increased follow-up communication activities. From an internal management perspective, over the coming year, we will undertake different projects aimed at improving the management of our financial resources as well as our infrastructure. We will also pursue the efforts undertaken in the past toward human resources planning and the management of information technology security. The TSB is strongly committed to making a significant contribution to transportation safety in Canada and abroad. Our sustained efforts will ensure that our products and services, as well as our business activities, remain effective and efficient for the delivery of our mandate. Section 1 - Overview1.1 Management Representation StatementI submit for tabling in Parliament, the 2007-2008 Report on Plans and Priorities (RPP) for the Transportation Safety Board of Canada. This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2006-2007 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:
1.2 Raison d'êtreThe Transportation Safety Board of Canada (TSB) is an independent agency created in 1990 by an Act of Parliament (Canadian Transportation Accident Investigation and Safety Board Act). It operates at arm's length from other government departments and agencies such as Transport Canada, Fisheries and Oceans Canada and the National Energy Board to ensure that there are no real or perceived conflicts of interest. Under the legislation, the TSB's only objective is the advancement of transportation safety in the federally regulated elements of the marine, pipeline, rail and air transportation systems. This mandate is fulfilled by conducting independent investigations including, if necessary, public inquiries into transportation occurrences. The purpose of these investigations and inquiries is to identify the causes and contributing factors of the occurrences and the safety deficiencies that can result in recommendations to improve safety and reduce or eliminate risks to people, property and the environment. The TSB has the exclusive authority to make findings as to causes and contributing factors when it investigates a transportation occurrence.
1.3 ResourcesThe two tables below show information on planned utilization of financial and human resources over the coming three-year period.
FTE = full-time equivalent 1.4 Program Activity and Sub-Activities by Strategic OutcomeThe following table shows the expected results the TSB program activity and sub-activities are to achieve with the allocated resources.
1.5 Priorities for 2007-2008The following table summarizes the five departmental priorities for 2007-2008 and the planned direct spending for each one.
Section 2 - Analysis of Program Activity2.1 Strategic OutcomeThe TSB has one strategic outcome: to advance transportation safety, thereby reducing risks to people, property and the environment. This strategic outcome is reflected in the TSB mission statement and contributes to reach the broader Government of Canada outcome of "safe and secure communities." 2.2 Program Activity and Sub-ActivitiesThe TSB also has only one program activity: safety investigations. The TSB conducts independent safety investigations into transportation occurrences in the federally regulated elements of the marine, pipeline, rail and air transportation systems to identify causes and contributing factors; formulates recommendations to improve safety; publishes investigation reports; and communicates safety information to stakeholders. As indicated in the first section, the expected result of safety investigations is:
In order to achieve this result, the safety investigations undertaken in each mode are therefore aimed at:
All five priorities identified in the first section are aimed at supporting and enhancing the TSB's ability to conduct safety investigations and to communicate safety information. 2.3 Key Service AreasIn order to optimize the use of resources and to effectively respond to its stakeholders, the TSB has defined four key service areas based on the four transportation modes included in its mandate: marine, pipeline, rail and air. The same classification has been used to identify the scope of each of our program architecture sub-activities and to report on their performance against our scorecard indicators. This approach also enables alignment with the transportation industry and the way it operates. Resources are therefore allocated, managed and measured separately for each of these key service areas. The costs associated to the various administrative and specialized areas are charged to each key service area in order to demonstrate the total costs incurred by each area.
Activities carried out in all four key service areas are basically the same. Dedicated personnel collect information on occurrences, conduct investigations and analyses, identify safety deficiencies, draft investigation reports and communicate key safety information to stakeholders. Other specialized personnel, such as engineering, human performance, corporate services and communications staff, provide a full range of support services to all four key service areas. 2.4 Planning ContextThe TSB is primarily funded by Parliament through an operating expenditures vote and, as a departmental corporation, it has authority to spend revenues received during the year. The TSB operates within the context of Canada's very large, complex, dynamic and ever-changing transportation system. For more details on the operating context, see the Transport Canada website and the National Energy Board website. Many individuals and groups cooperate with the TSB in the fulfillment of its mandate. During the course of an investigation, the TSB interacts directly with:
Their cooperation is essential to the conduct of the TSB's business, whether they contribute information or support services. More details on the investigation process are on this site. The TSB is one of many Canadian and foreign organizations involved in improving transportation safety nationally and internationally. Because it has no formal authority to regulate, direct or enforce specific actions, the TSB can only succeed in fulfilling its strategic outcome through the actions of others. Operating at arm's length from other federal departments involved in the transportation field, the Board must present its findings and recommendations in such a manner that others feel compelled to act. This implies ongoing dialogue, information sharing and strategic coordination with organizations such as Transport Canada, the National Energy Board and the Canadian Coast Guard. The TSB must engage industry and foreign regulatory organizations in a similar fashion. Through various means, the TSB must present compelling arguments that will convince these "agents of change" to take action in response to identified safety deficiencies. The TSB has established memorandums of understanding with a number of federal government departments for the coordination of activities and the provision of support services. These agreements define operating practices to ensure good coordination of activities and to avoid potential conflicts that could arise from the simultaneous implementation of various organizational mandates. They also provide the TSB with access to a range of support services that can rapidly supplement internal resources (for example, assistance in the recovery of wreckage, the documentation of evidence, and the examination or testing of components). Such agreements are currently in place with Transport Canada, the Department of National Defence, the Royal Canadian Mounted Police, the Canadian Coast Guard, Human Resources and Social Development Canada, and the National Research Council. Similarly, the TSB has established strategic cooperation alliances with provincial and territorial coroners and with certain provincial government agencies (primarily in the rail area). Further alliances have been established with the TSB's counterpart agencies in other countries such as the United States, Australia, the Netherlands, New Zealand, France and the United Kingdom. The TSB cooperates on a reciprocal basis with foreign safety investigation agencies through the ad hoc exchange of specialized services or the provision of assistance as a means of coping with capacity gaps. As one of the world leaders in its field, the TSB regularly shares its investigation techniques, methodologies and tools. For example, the Recorder Analysis and Playback System (RAPS), originally developed by the TSB for decoding, analysis and animation of flight recorder data, is being used in more than 10 countries to aid in safety investigations. The RAPS software was also commercialized by a Canadian company and renamed Insight, which expanded its worldwide use even further. Similarly, the TSB has contributed to the training of safety investigators from numerous countries, either by integrating foreign investigators into its in-house training programs or by sending senior staff to teach abroad. The TSB also shares data and reports with sister organizations and participates in international working groups and studies to advance transportation safety. 2.5 Risks and ChallengesThe TSB faces many risks and challenges that have a potentially significant impact on the organization's ability to achieve its mandate. Managers are aware of these risks and challenges and are expected to take appropriate action to mitigate the risks while ensuring the delivery of their mandate. The most important challenges for 2007-2008 are described in the following paragraphs.
The results of the 2005 Public Service Employee Survey provided us with an up-to-date assessment of employee satisfaction and concerns. Analysis of the key elements and problems raised showed that an effort will be required to respond to employee concerns in some areas including opportunities for advancement, job classification, career development and opportunity to have input into decisions. Here again, the challenge we face will be to invest resources and efforts to accommodate the concerns of employees and the demands of all our obligations. For detailed information about our mitigating approaches for this risk, see section 2.6.3.
Significant work also still remains to make all the components of the Investigation and Information Management System fully functional. This remaining work will have to be done in parallel with the ongoing maintenance and change management required to ensure that the investigation management module becomes stable, thereby increasing the workload of the system design team and IT staff. Because of the limited number of internal staff dedicated to system design, we will have to hire consultants to supplement the database design and development skills available internally. Investigators and support staff will also see their workloads increase because they will need to participate in designing and testing other system features. Ongoing expenditures will also be necessary to operate and maintain the new working environment of the Investigation and Information Management System. Not meeting these challenges would have a significant impact on the delivery of products and services given that we have made a conscious decision not to revert to old tools and systems. Partial adoption and use of the Investigation and Information Management System would result in loss of productivity and create inefficiencies in work processes. For detailed information about our mitigating approaches for this risk, see section 2.6.1. 2.5.5 Managing Commitments and External ExpectationsOver the past few years, a number of TSB communications initiatives have raised public and stakeholder awareness of the Board and its program. While these initiatives enabled the Board to influence key change agents for the improvement of transportation safety, they also increased the related stakeholder demands (for example, live broadcasts and updated information constantly requested by the media). Given our operating methods and increasingly limited resources, we will continue to ensure that our external communication products and services are available, up to date and of the highest quality in order to retain the levels of integrity and credibility required to fully achieve our mandate. We will also expend more effort to focus our awareness activities on safety issues where it is necessary to obtain results. For detailed information about our mitigating approaches for this risk, see section 2.6.2. 2.6 Departmental Plans and PrioritiesThe TSB is committed to providing Canadians with advancements in transportation safety through independent, objective and timely investigations and subsequent identification and analysis of safety deficiencies in the federally regulated transportation system. Based on the risks identified and on input received from managers during their annual conference, five priorities have been identified for 2007-2008. All require strategic investments aimed at enhancing the TSB's contribution to transportation safety in Canada and internationally and strengthening the internal management of the organization. These priorities are described briefly in the following paragraphs. The TSB will also develop a Business Plan that will describe its 2007-2008 priorities in greater detail. Resources will be allocated to specific initiatives, responsibilities will be clearly defined and timelines will be established. In early April, the TSB Business Plan will be found on this site. 2.6.1 Continuous Improvement of Information ManagementIn 2006-2007, we deployed a large part of the Investigation and Information Management System, which follows central documentation principles and allows us to collaborate and share information and employ consistent procedures and processes across all modes. This year, in addition to providing ongoing user support services, we will concentrate on incorporating stronger information management practices into investigation activities. Initially, we will continue our effort to improve links between the Investigation and Information Management System and other TSB systems. The activities we will be undertaking include designing a safety communications tracking system, conducting an analysis to re-design the modal databases into a single database, developing, designing and implementing the "workload management monitoring" and "workload management dashboard" tools, and reassessing the report production module. To prepare for the implementation of an electronic management system for our files, we will complete the development and implementation of the TSB's updated file classification plans. 2.6.2 Management of Workload and Priorities Within Available ResourcesTo offset the impact of our shrinking resources over the years and to ensure that we are able to respond to growing public expectations as regards our investigations, taking our workload and priorities into consideration, this year, we will be reviewing/benchmarking the TSB organizational structure to ensure that it is suitable to meet our future challenges. We will also be examining our financial management structure and processes to ensure that they are being used optimally in order to achieve the desired results. This exercise will allow us to examine the cost of each of our activities in detail and to allocate our budget according to the activities that meet our immediate and future business requirements, and will also help us identify opportunities to improve our financial management and processes structure. To support full implementation of the Management, Resources and Results Structure Policy and the review of the government's Expenditure Management System, we will also examine the TSB's program activity architecture, and we will complete development of its performance management framework.
The TSB will also implement an action plan to remedy the concerns identified by its workforce in the 2005 Public Service Employee Survey.
Further, we will finish implementing the information technology security standards. We will offer security awareness courses to all employees, update our IT security policies and procedures, and complete threat and risk assessment reports for our network infrastructure, main IT systems and physical installations. With respect to communications, we will introduce a terminology database for the TSB that all employees will be able to access through a system of gateways for managing TSB information and investigations. 2.7 Performance MeasurementThe TSB has developed a balanced scorecard that will be used to measure organizational performance. This scorecard will provide performance information from four different perspectives: financial, client/stakeholder, internal business processes, and learning and growth. The financial perspective makes linkages between operational and financial results. Financial analysis will be used to evaluate the cost of investigations. Financial results will be benchmarked between modes and with other safety investigation organizations, if possible. The client/stakeholder perspective will measure the TSB's performance through stakeholder feedback and stakeholder action. First, stakeholder awareness and satisfaction will be measured through formal and informal processes. Then, stakeholder action based on the TSB's work will be measured by tracking responses to TSB recommendations and safety actions taken. Finally, the TSB will continue to measure transportation occurrence rates as an ultimate measure of the achievement of its strategic outcome. Results from the internal business processes perspective will be measured with the use of productivity ratio analysis and benchmarking of results between modes, as well as with other safety investigation organizations, if possible. Under the learning and growth perspective, the TSB will measure investments in employee training and critical knowledge transfer as well as employee attrition rates. It will also measure the achievement of the results expected for the projects that will be undertaken to support its priorities through the performance measures identified for each of them in the Business Plan. Finally, the TSB will also act on the recommendations that will be made by the Treasury Board Secretariat during its assessment of the management capacity of the Department against the Treasury Board's Management Accountability Framework. The following table summarizes the key performance indicators included in the scorecard, with appropriate links to the current year's priorities. Additional efforts will be spent this year to review our program architecture and complete the development of our performance management framework so that it meets the requirements outlined by Treasury Board Secretariat in its action plan for the implementation of the Management, Resources and Results Structure Policy.
Section 3 - Supplementary Information3.1 Organizational InformationThe TSB's Program Activity Architecture identifies a single program activity: safety investigations. The TSB reports annually to Parliament on its activities, findings and recommendations through the President of the Queen's Privy Council. The Chairperson, assisted by the Executive Director and the Director General, Investigation Operations, is responsible for all activities associated with this program activity. The Director General, Corporate Services, is responsible for the provision of the full range of corporate services in support of departmental operations.
The Chairperson and Executive Director contribute to the program activity through the provision of leadership and vision, as well as the strategic management of all activities of the TSB. They also contribute by establishing strategic alliances with key stakeholders, client groups and change agents, and by communicating key safety messages through stakeholder outreach activities. Reporting to the Executive Director, the Communications Division ensures that communications are integrated into all phases of program planning, development, implementation and management. Members of the Board contribute to the program activity through the review, approval and public communication of occurrence reports and safety recommendations. The Board also contributes to the communication of key safety messages through focused stakeholder outreach activities. The Investigation Operations Directorate contributes to the program activity through the investigation of occurrences. It does so by assessing all occurrences and investigating those with the greatest potential for reduction of risks. The Directorate's work is focused on the collection and analysis of information, the drafting of reports and recommendations, the tracking and assessment of safety actions taken, data and trend analysis, as well as ongoing communication with the transportation safety community. The Directorate maintains a highly qualified staff of investigators who are experts in aviation, marine, rail or pipeline operations, engineering and other specialists, and investigation support staff. The Corporate Services Directorate contributes to the program activity through the provision of sound corporate planning, financial, human resources, information management, information technology, administrative and materiel management services. The Directorate also contributes by promoting modern management practices and ensuring that the TSB complies with all government policies and directives. 3.2 Financial InformationThe following tables provide a summary of the financial resources required by the TSB for its operations. The current TSB reference levels, as stated in the Main Estimates, are approximately 29 million dollars. TSB funding is expected to slightly diminish over the coming three years.
In 2005-2006, through the Supplementary Estimates, the TSB was granted additional spending authorities. These include an allocation of $1,046,000 to cover the costs associated with major investigations. We plan to spend $896,000 of this amount in 2006-2007 and carry forward the balance (that is, $150,000) in 2007-2008. The TSB has also been granted a carry forward of $758,000 from its 2005-2006 operational budget. This amount has been reduced by $213,750 as a result of an allocation that was frozen in 2006-2007 to offset the unauthorized 2005-2006 expenditures. We plan to spend $494,250 of the available funds and carry forward $50,000 to 2007-2008. A spending authority of $69,672 available within the Vote in 2006 2007 has also been withheld to cover the expenses in excess of the 2005-2006 spending authority. Finally, an amount of $60,000 was deducted from the funds available. This reflects the reductions announced in the Budget 2005 as a result of the procurement review conducted by the Expenditures Review Committee.
3.3 Internal Audits and EvaluationsThe TSB has developed an internal audit plan and resources have been allocated to the implementation of this plan. The following table identifies the audit projects set out in this plan.
3.4 Additional InformationAdditional information about the Transportation Safety Board of Canada and its activities is available on this site or by contacting us at: Transportation Safety Board of Canada E-mail: communications@tsb.gc.ca |
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