As Canada's Minister of Transport, Infrastructure and Communities, I am
pleased to present Transport Canada's 2007-2008 Report on Plans and
Priorities, which outlines the department's corporate direction for the
next three fiscal years.
Today, in an era of swift moving global supply chains, transportation
systems must connect us to a rapidly changing world. Safe, efficient,
sustainable and secure transportation systems are essential for ensuring
Canadians can benefit from globalization, as well as for strengthening our
internal economic union.
On November 23, 2006, the Government of Canada presented Advantage
Canada, a forward-looking plan. It recognizes that for Canada - a
trade-dependent nation - to remain competitive, we must create world-class
infrastructure that ensures the seamless flow of people, goods and services
across our roads and bridges, through our ports and gateways, and via our
public transit.
To this end, Budget 2006 committed more federal funding for
infrastructure than ever before. A key objective of this funding will be to
work with provinces and territories to improve the Core National Highway
System. Yet money alone will not deliver maximum results in a fully
integrated transportation system. The Government of Canada is also
committing to provide leadership in long-term planning and policy
development across all modes of transportation, between levels of government
and among public and private sectors. This vision of policy and investment
for nationally significant transportation systems will be advanced
through the development of a National Framework for Gateways and Trade
Corridors to guide future actions which, together with key initiatives such
as Blue Skies, our new international air policy, will enhance Canada's
economic prosperity and competitiveness.
The Government of Canada recognizes that now, more than ever before, a
safe and secure transportation system is an essential element of a healthy
and competitive economy. In collaboration with industry and other
stakeholders, Transport Canada will continue developing new security
policies and programs; as well as implementing the Government's Smart
Regulation Initiative through innovative approaches like safety and security
management systems.
Transportation issues are also at the heart of the environmental agenda
that has emerged as one of the top priorities of the federal government.We
cannot make a significant impact on Canada's greenhouse gases and pollution
without taking serious steps to tackle the emissions and other environmental
impacts from the transportation sector. Transport Canada's ongoing efforts
to promote an environmentally responsible transportation system focus on
three key program priorities: climate change and clean air, environmental
assessment, and environmental protection and remediation.
These priorities impact on some of the most important issues facing
Canada today - our prosperity, our security, our safety, our environment and
our quality of life. The 2007-2008 Report on Plans and Priorities
outlines Transport Canada's intended course of action to capitalize on the
opportunities these priorities present.
The Honourable Lawrence Cannon, P.C., M.P.
Minister of Transport, Infrastructure and Communities
Transport Canada is part of the Transport, Infrastructure and Communities
(TIC) portfolio created in February 2006. The portfolio also includes
Infrastructure Canada and 16 Crown Corporations. Its responsibilities are
displayed in the diagram below. Infrastructure Canada, the Canadian
Transportation Agency and the Transportation Appeal Tribunal of Canada
produce their own Reports on Plans and Priorities. The Crown corporations
prepare their own annual corporate plans.
Since the portfolio was established in February 2006, steps have been
taken to maximize synergies and increase coordination of activities. Since
August 2006, the portfolio has been managed by a single deputy minister.
Following that decision, a joint committee of the two departments was
established to make suggestions to the minister about how to structure the
new infrastructure programs announced in Budget 2006. This committee is a
key to integrating the portfolio's components, and it will continue its work
by monitoring the programs over the coming year. Other measures will also be
taken over the coming year to bring together expertise in support of efforts
that are now more integrated.
The new portfolio is a response to many of the challenges facing Canada,
notably the modernization of public infrastructure, environmental viability,
and sustainable growth. These challenges are priorities for the Government
of Canada and will continue to guide much of the portfolio's work.
As a nation whose exports are so critical to economic growth and
prosperity, the infrastructure that provides gateways to foreign markets is
especially important to Canada. Significant commitments for federal
investments in transportation and other infrastructure were made in Budget
2006, and later reinforced in
Advantage Canadawith a commitment to establish a plan to make
funding frameworks long-term and predictable.
The TIC portfolio is also moving forward on measures and actions in the
areas of:
- Sustainable infrastructure - Developing a framework
for a long-term federal role in infrastructure and delivering
infrastructure program funding;
- Gateways and trade corridors - The Asia-Pacific
Gateway and Corridor Initiative and a National Framework for Gateways
and Trade Corridors;
- Strong communities - Developing an ecoTransport
Strategy in support of a clean environment and an enhanced quality of
life; and
- Transportation security - The Transportation
Security Action Plan and enhanced transportation security.
The TIC portfolio will work with the provinces, territories,
municipalities and others to increase the capacity and efficiency of our
transportation system and to renew public infrastructure, these being key
components of community development.
Transport Canada is responsible for the transportation policies and
programs set by the Government of Canada. The department works to ensure
that all parts of the transportation system work effectively and in an
integrated manner.
OUR VISION
A transportation system in Canada that
is recognized worldwide as
safe and secure, efficient and environmentally responsible
Our vision of a sustainable transportation system - one that integrates
and finds the right balance among social, economic and environmental
objectives - is guided by the following principles:
- Highest practicable safety and security of life and property -
guided by performance-based standards and regulations when necessary;
- Efficient movement of people and goods to support economic
prosperity and a sustainable quality of life - based on competitive
markets and targeted use of regulation and government funding; and
- Respect for the environmental legacy of future generations of
Canadians - guided by environmental assessment and planning processes in
transportation decisions and selective use of regulation and government
funding.
OUR MISSION
To serve the public interest through
the promotion of a safe and secure, efficient and environmentally
responsible transportation system in Canada
To succeed in its mission, Transport Canada is committed to being a
world-leading organization that:
- Develops and implements effective policies, programs, and
legislative and regulatory frameworks;
- Works in partnership with other governments, industry and
stakeholders;
- Is recognized as a progressive, effective and accountable
organization; and
- Sustains a healthy and productive work environment that values
professional excellence, teamwork, open communication, diversity,
continuous learning and mutual respect.
LEGISLATIVE MANDATE
In Canada, all three levels of government have
some responsibility for the country's transportation system. In support of
its
Vision and Mission, Transport Canada delivers its programs
and services under numerous legislative and constitutional authorities.
Some of the legislation governing Transport Canada:
- Department of Transport Act
- Canada Transportation Act
- Aeronautics Act
- Canada Marine Act
- Canada Shipping Act
- Navigable Waters Protection Act
- Railway Safety Act
- Transportation of Dangerous Goods Act
- Motor Vehicle Safety Act
- Canadian Air Transport Security Authority Act
- Marine Transportation Security Act
Transport Canada is committed to delivering results to Canadians.
STRATEGIC OUTCOMES
Transport Canada has established three strategic outcomes or ultimate
results that support the federal government's overall agenda of providing
for:
- A safe and secure transportation system
that contributes to Canada's social development and security objectives;
- An efficient transportation system that
contributes to Canada's economic growth and trade objectives; and
- An environmentally responsible
transportation system that contributes to Canada's sustainable
development objectives.
MANAGEMENT PRIORITIES
Transport Canada's management priorities have been developed in the
context of two key considerations: the completion of commitments made in the
previous Report on Plans and Priorities, and internal and external
assessments using the Management Accountability Framework elements for the
identification of opportunities to improve the management practices within
the department.
Management priorities for 2007-08 will build on past achievements and
will continue to strengthen management capacity in the areas of people,
values and ethics, governance and stewardship, and accountability for Crown
corporations.
People
During the past year, Transport Canada has realized many successes from
its initial implementation of the Public Service Modernization Act,
including departmental wide educational endeavours leading to emphasis on
more corporate and proactive staffing solutions (e.g. collective staffing
decisions). The recruitment and retention challenges, especially within
professional and technical occupations, will be the key area of people focus
in Transport Canada in years ahead. Building human capacity through numerous
recruitment and development programs will impact most Directorates and
regions.
Considerable achievements were also realized through educational and
learning strategies provided throughout the Department. Full implementation
of the Policy on Learning, Training and Development led to the successful
knowledge validation of delegated managers within Transport Canada.
Departmental leaders are leveraging the results of the Public Service
Employee survey to engage staff and build strategies to enhance the work
environment, while taking in account the input from its union
representatives.
The departmental human resource dimension has shifted from a reactive
past to one built on planning. Significant progress has resulted from the
preparation of consistent Human Resource (HR) plans within each directorate
and region. A complete and integrated Transport Canada HR plan will be
published in 2007-08; further emphasizing the importance of meeting
recruitment, retention and learning challenges, as well as the achievement
of business goals. Human resource management business processes will dictate
the use of the HR plans to develop proactive staffing plans, learning plans
and organizational change strategies; within directorates. From a governance
perspective, analysts and an improved Human Resource Information System
within the Corporate HR directorate, dedicated to reporting results from HR
planning departmentally on a series of performance measures, will support
these processes corporately.
The Department will ensure that linguistic duality is well respected in
Transport Canada in order to continue to offer Canadians high quality
services in the language of their choice and to strengthen leadership (among
executives, managers and supervisors) to promote the use of both official
languages in bilingual regions.
Diversity will remain a priority at Transport Canada for 2007-08. A new
three-year action plan (2007-10) will be implemented in the coming year. The
new plan will move towards the integration of other important themes
(official languages, values and ethics, etc.) leading to corporate culture
of true inclusion and integration. We will also continue our efforts to
increase our representation of visible minority persons.
Indicators of progress
- A departmental wide HR Plan, complete with resultant staffing,
learning and organizational strategies and performance measures,
published in 2007-08.
- Enhanced departmental people focus with corporate measurement
and reporting support.
- Progress made against initiatives in the new Diversity Action
Plan.
Values and Ethics
Transport Canada will introduce a comprehensive and integrated Values and
Ethics Framework. The Framework will include a tailored governance structure
integrating values and ethics operations and activities across the
department. It will include a Risk Assessment Strategy for the
identification of high-risk functions or areas, and a Work Plan for the
mitigation of all inherent risks. By providing assessment tools and
performance indicators, the framework will also enable results-oriented
progress reporting on organizational performance related to values and
ethics.
Along with the introduction of values and ethics risk assessment to the
department, work will begin on a collaborative process with Unions and
senior departmental officials to develop a Code of Conduct for Transport
Canada. This internal code of conduct will be inspired by the future Public
Service Code of Conduct and will also address the inherent values and ethics
issues that are unique to Transport Canada.
With the coming into force across the public sector of the Public
Servants Disclosure Protection Act (PSDPA) as amended by the
Federal Accountability Act, Transport Canada will ensure that employees
become familiar with the new legislation and how it works, and become aware
of its protections, by developing and implementing a comprehensive
communication and learning strategy in coordination with the Public Service
Human Resources Management Agency of Canada (PSHRMAC).
The ultimate objective is to strengthen Transport Canada's oversight
capacity in values and ethics, and to establish the department's values and
ethics priorities by the end of fiscal year 2007-08.
Indicators of progress
- A new governance structure within the department that
contributes to a more comprehensive and integrated Values and Ethics
Framework for the department.
- A work plan and initial consultations for the development of an
internal Code of Conduct for Transport Canada.
- A communication plan and learning plan to raise awareness of the
new disclosure legislation and how it works.
Governance and Stewardship
In 2006-07, Transport Canada worked on the first in a series of
Comprehensive Reviews as part of the department's ongoing assessment of the
effectiveness and efficiency of its programs and associated expenditures.
The reviews are being conducted nationally and in two phases. Phase one is
nearing completion, while phase two will commence in the spring of 2007-08.
These reviews will serve to provide departmental senior executives with the
information required to ensure that funds are allocated to the highest
priorities and that Transport Canada is making the best possible investments
in the areas that matter most to Canadians.
Important considerations in the conduct of these reviews are those
measures introduced by the Government of Canada to facilitate reallocation
of resources to the highest priorities: reforming procurement; strengthening
and modernizing management practices; and improving accountabilities and
promoting good governance.
Transport Canada is aiming to be more responsive, accountable and
innovative by the end of the comprehensive review exercise by adopting more
effective and efficient management systems in such areas as information
technology, human resources and finance. Strengthening and modernizing
Transport Canada's organizational processes benefits all Canadians and users
of the transportation systems.
Indicators of progress
- Well-defined program activities, priorities, outcomes, outputs
and performance measures.
- Opportunities identified for re-allocation of resources to the
highest priorities.
- Identification of alternative program delivery options.
Accountability for Crown Corporations
On February 6, 2006, the Government of Canada created a new portfolio
designated as Transport, Infrastructure and Communities. Within this new
portfolio are 16 Crown corporations. Furthering the work started in 2005-06
to strengthen accountability in the governance of Crown corporations,
Transport Canada will enhance its capacity to advise the minister on best
practices for the oversight of such a large portfolio of Crown corporations.
Effective, competent and accountable Boards of Directors are essential to
the prosperity of any corporation. It is expected that the pursuit of the
following initiatives will add to the good governance of the Crown
corporations in the Transport, Infrastructure and Communities portfolio:
- An annual letter of expectation from the Minister to Chairs of each
Crown corporation within his portfolio that enunciates the broad policy
objectives of the government and the expectation that the Crown
corporations are to contribute to these objectives;
- An appointment process for Chairs, Chief Executive Officers (CEO)
and Directors that is premised on the competency profiles required for
each of the positions;
- A performance management program for CEOs that is aligned to
performance objectives set out by the Minister in the letter of
expectation for the Crown corporation;
- A review and adoption of codes of conduct of Crown corporations to
ensure that they adequately reference stewardship accountabilities;
- The maintenance of an appropriate arms-length relationship between
the Minister responsible for the Crown corporations and the members in
charge of the day to day operations of the Crown corporations; and
- The voluntary reporting by the Crown corporations on their
stewardship and performance results.
Indicators of progress
- An Office of Crown corporation Governance that provides expert
advice and services to the Minister on good governance of the Crown
corporations within his portfolio.
- The adoption of best practices with respect to good stewardship
of Crown corporations.
- The continued evolution of competency profiles for the executive
positions of all Crown corporations within the portfolio.
- A transparent and efficient appointment process for the filling
of vacant Board positions that contributes to the effectiveness of
Boards of Directors and the operation of the Crown corporations.
PROGRAM PRIORITIES
Transport Canada's vision of a sustainable transportation system - one
that integrates and seeks the correct balance among social, economic and
environmental objectives - is based on three strategic outcomes: A safe and
secure transportation system that contributes to Canada's social development
and security objectives; An efficient transportation system that contributes
to Canada's economic growth and trade objectives; An environmentally
responsible transportation system that contributes to Canada's sustainable
development objectives.
These strategic outcomes are articulated in the following nine program
priorities:
- Market-based policy framework
- Infrastructure, gateways and trade corridors
- New security policies and programs
- Safety and security management systems
- Climate change and clean air
- Environmental assessments
- Environmental protection and remediation
As depicted in the diagram below, departmental program activities support
the nine program priorities that, in an integrated manner, support more than
one strategic outcome.
Program activities
|
Policies, rule-making,
monitoring and outreach in support of a safe and secure
transportation system |
Policies, programs and
infrastructure in support of a market-based framework |
Policies and programs in
support of sustainable development |
Transport Canada works in cooperation with hundreds of other
organizations with an interest in transportation issues.
Other federal organizations - whose programs and
services may be affected by transportation activities. For example:
Agriculture and Agri-Food Canada, Canada Border Services Agency, Canadian
Food Inspection Agency, Canada Port Authorities, Canadian Air Transport
Security Authority, Canadian Nuclear Safety Commission, Canadian Security
Intelligence Service, Canadian Transportation Agency, Transportation Appeal
Tribunal of Canada, Environment Canada, Fisheries and Oceans Canada, Foreign
Affairs and International Trade, Health Canada, Industry Canada (e.g.
Competition Bureau), Infrastructure Canada, Justice Canada, National
Defence, Natural Resources Canada, Pilotage authorities, Public Safety and
Emergency Preparedness Canada, Public Works and Government Services Canada,
Transportation Safety Board and Western Economic Diversification Canada.
Provincial, territorial and municipal governments -particularly
concerning the development and maintenance of the highway system and
enforcement of road safety, as well as the co-delivery of the Transportation
of Dangerous Goods program.
Academic Institutions - Canadian universities, colleges
and training institutions involved in policy research, research and
development, training and education programs to build Canada's research and
development knowledge base and functional and operational capacity with
respect to transportation.
Transportation sector industries - all of which count on
the fair application of regulations and the development of policies to
enhance the efficiency of the transportation system. For example: air
carriers (e.g. Air Canada, WestJet), airports, trucking and bus companies,
Algoma Central Marine, Canadian National Railway Company, Canada Steamship
Lines, Canadian Pacific Rail Company, NAV CANADA and VIA Rail.
Agencies and associations - with a vested interest in
the transportation infrastructure, regulatory regime and safety. For
example: Air Transport Association of Canada, Association of Canadian Port
Authorities, Association of International Automobile Manufacturers of
Canada, Association of Regional Railways of Canada, Association québécoise
de transport et des routes, Canada Safety Council, Canadian Association of
Fire Chiefs Inc., Canadian Association of Petroleum Producers, Canadian
Airports Council, Canadian Bus Association, Canadian Business Aviation
Association, Canadian Chemical Producers' Association, Canadian Council of
Motor Transport Administrators, Canadian Ferry Operators Association,
Canadian Manufacturers of Aviation Equipment, Canadian Marine Advisory
Council, Canadian Maritime Law Association, Canadian Owners and Pilots
Association, Canadian Ship Owners Association, Canadian State Air Operators
Association, Canadian Transportation Accident Investigation and Safety Board
of Canada, Canadian Trucking Alliance, Canadian Urban Transit Association,
Canadian Vehicle Manufacturers Association, Chamber of Maritime Commerce,
Council of Marine Carriers, CP Rail, Federation of Canadian Municipalities,
General Policy Advisory Council, Intelligent Transportation Systems Society
of Canada, Operation Lifesaver, Railway Association of Canada, Shipping
Federation of Canada, St. Lawrence Economic Development Council, St.
Lawrence Ship-operators Association, Standards Council of Canada,
Transportation Appeal Tribunal of Canada, Transportation Association of
Canada, Transportation of Dangerous Goods, Vehicle Manufacturers
Associations and Unions, and Western Transportation Advisory Council.
International organizations- to share information and
harmonize transportation regulations. For example: Asia-Pacific Economic
Co-operation, European Conference of Ministers of Transport, European Joint
Airworthiness Authorities, International Atomic Energy Agency, International
Civil Aviation Organization, International Labour Organization,
International Maritime Organization, International Oil Pollution
Compensation Fund, North Atlantic Treaty Organisation, National Highway
Traffic Safety Administration, Organization for Economic Cooperation and
Development, Organization of American States, United Nations (UN)
Sub-committee of Experts on the Transport of Dangerous Goods, UN Economic
Commission of Europe Global World Forum for Harmonization of Vehicle
Regulations, UN Commission on International Trade Law, European Civil
Aviation Conference, World Trade Organization, World Road Association, U.S.
Federal Aviation Administration, U.S. Federal Emergency Management Agency,
U.S. Federal Highway Administration, U.S. Federal Railway Administration and
U.S. Transportation Security Administration.
Transport Canada is largely funded through operating expenditures, with
authority to spend revenue received during the year. Some of the
department's programs are managed through grants and contributions.
Transport Canada is held to the terms and conditions set out in each
individual grant or contribution. The department also manages capital
investments in accordance with an approved Long Term Capital Plan.
Financial Resources ($ thousands)
2007-08
|
2008-09
|
2009-10
|
$867,997
|
$737,716
|
$670,081
|
Human Resources (Full time equivalents/FTEs)
2007-08
|
2008-09
|
2009-10
|
5,090 FTEs
|
5,012 FTEs
|
4,902 FTEs
|
Note: Refer to Section III, Table 1, for explanation of variance over the
three-year period.
Strategic Outcomes
|
Program Priorities
|
Type
|
Program Activities
|
Planning period
|
Government of Canada outcomes
|
|
|
|
|
2007-08 Areas of Focus
|
Outputs
|
Expected Results
|
|
|
|
New security policies and programs |
1
|
- Policies, rulemaking, monitoring and outreach in support of
a safe and secure transportation system
|
- Transportation Security Action Plan
- Passenger rail and public transit systems security
- The Security and Prosperity Partnership
- Implementation of new security clearance feature on the
Seafarer Identity Document
|
- New or enhanced transportation frameworks, security
policies, legislation, regulations, guidelines and programs
- Contribution agreements
- Information shared with partners and stakeholders
- Modernized Seafarer Identity Document
|
- Greater awareness, understanding cooperation of and
compliance with transportation security systems
- Increased stakeholder ability to meet transportation
security and emergency preparedness requirements
|
- Safe and secure communities
|
Transportation has always been synonymous with opportunity in Canada -
connecting workers with jobs; products with markets; and travelers with
destinations. With one in three Canadian jobs depending on export
performance, Canada is the most trade dependent country in the G8. As global
commerce is increasingly driven by the rapid, reliable and secure movement
of goods and people around the world in global supply chains, a
transportation system capable of serving cutting edge business models will
make a direct contribution to Canada's competitiveness and success in the
global marketplace.
To maximize the efficiency and productivity of the national
transportation system, the Government of Canada needs to take a
comprehensive, integrated systems approach that would combine innovative
policies with new sources of targeted funding. One of the most significant
and concrete examples of how the Government of Canada is implementing such
an approach to transportation is the launch of the Asia-Pacific Gateway and
Corridor Initiative (APGCI). This initiative is comprised of integrated
investment and policy measures to advance the capacity and efficiency of the
Asia-Pacific Gateway and Corridor, and Canada's ability to benefit from 21st
century realities such as the rise of China.
The necessary "systems" approach requires federal leadership. A new
generation of framework policies can bring a coherent approach to
interconnected investment, policy, regulatory and legislative issues, and
ensure that these various instruments are deployed in ways that are mutually
reinforcing. The National Framework for Gateways and Trade Corridors is a
crucial national policy instrument that guides future identification and
development of strategic gateways and trade corridors supporting significant
trade volumes.
A key challenge for the Government of Canada is to ensure that federal
spending on infrastructure has maximum impact. The Advantage Canadaplan,
released on November 23, 2006, recognizes research and development (R&D) as
a key enabler of successful global economies. Together with advanced policy
research, strategically targeted R&D is critical to the planning and
delivery of a safe, secure and efficient transportation infrastructure
system that responds to current needs while strategically positioning Canada
for successful participation in the global marketplace.
Across the world, governments are seeking new ways of meeting
transportation infrastructure financing needs. In order to achieve better
value for money and to more quickly address Canada's critical infrastructure
needs, alternative financing mechanisms such as Public-Private Partnerships
(P3s) have been identified as a priority area for innovation and
development.
Transportation is the backbone of the Canadian economy - our
transportation system keeps people and goods moving across the country and
around the world. Our transportation system is experiencing significant
growth and other pressures in response to changing economic conditions and
demographic changes. To maintain and expand our safe, secure, efficient and
environmentally responsible transportation system, we are adopting an
approach to safety and security management.
It is now recognized among regulators that an entity can be compliant
with regulations and yet not necessarily be managing risks effectively at
acceptable levels. A more comprehensive approach, which includes
systematically and proactively managing risks and threats in the system,
will enable progress on our safety and security objectives. Safety and
security management systems are formal frameworks designed to integrate
safety and security into the daily operations of a transportation entity.
These systems combine a variety of processes whose overall goal is the
management of risks and threats. Safety and security management systems are
being introduced in many parts of our transportation system.
In some parts of the world, transportation infrastructure has become a
primary target - and even a tool - for terrorist organizations. The March
2004 bombings in Madrid, Spain, and the July 2005 bombings in London,
England, have led Canada to focus on transportation security in high-volume
passenger transportation sectors. The passenger rail and urban transit
sector presents unique security challenges because it consists of extensive
open systems that move high volumes of passengers daily.
Although Transport Canada has the lead responsibility for national
transportation security, other partners play key roles with respect to
emergency management, including preparedness and response. The Government of
Canada must work together with other levels of government, as well as
industry, to create an effective and efficient security system. Security
priorities have been identified by the Government of Canada, in
collaboration with its partners, to enhance security for areas such as
passenger rail, public transit and ferry operations through various measures
and programs.
Improving economic competitiveness and enhanced livability of Canadian
cities and communities requires action on the environmental impacts of
transportation. The transportation sector recognizes that increased
transport activity and the modernization of our transportation
infrastructure calls for an environmentally sustainable approach.
Sustainable transportation policies should systematically integrate
environmental considerations, recognizing that Canadians' health and their
social and economic well-being are fundamentally linked to the quality of
the environment.
Globalization of trade and transportation is an important context for
Canada's attention to improved competitiveness. This is why Transport Canada
continues to develop new policies and programs to support a high-quality,
modern transportation infrastructure that allows goods and people to move
safely, efficiently and in a manner that is environmentally responsible.
This is essential to Canada's long-term economic prosperity and quality of
life.