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SECTION I - OVERVIEW
I am pleased to present Transport Canada's 2006-2007 Report on Plans
and Priorities, which outlines the department's corporate direction
for the next three fiscal years.
On February 6, 2006, the Prime Minister appointed me as Minister of Transport,
Infrastructure and Communities, responsible for a portfolio consisting of
Transport Canada, the subject of this report, Infrastructure Canada, and
16 Crown Corporations. The broad scope and synergies of this new portfolio
create a point of convergence for some of the most important opportunities
and key challenges facing Canada today. Bringing the various tools and policy
levers of this portfolio under the responsibility of a single minister offers
great potential for strategic and coherent policy development and actions
aimed at enhancing Canada's economic competitiveness and our quality of
life in a streamlined manner that is transparent and accountable to Canadians.
Throughout our history, transportation has played a central role in building
the Canadian nation, and driving economic opportunity for its citizens.
Bold ventures like crossing a rugged continent by rail, planning the Trans-Canada
Highway, and building one of the world's first international airlines are
achievements that captured the imagination of past generations.
Today, as commerce becomes increasingly dominated by the rapid movement
of goods through seamless global supply chains, efficient, integrated transportation
systems are more crucial than ever to competitiveness.
Transportation continues to be at the centre of a web of interconnected
challenges. Infrastructure, international commerce, border management, safety,
security, skills shortages, governance, and the need for shared vision and
collaboration across jurisdictions and across public and private sectors
are all "transportation" issues.
Within the integrative, system-wide context of the Canadian transportation
sector, Transport Canada will be modernizing a number of statutory and regulatory
instruments, including amendments to the Aeronautics Act and the
Canada Transportation Act and proposals around the creation of
new legislation, such as an International Bridges and Tunnels Act and a
Canada Airports Act.
Efficient transportation systems, safety management, environmental responsibility,
and the development of transportation security measures compatible with
the effective flow of trade, continue to be importantpriorities for Transport
Canada as the department moves on a variety of fronts, to position the Canadian
transportation system for success.
The 2006-2007 Report on Plans and Priorities outlines the course
of action on how Transport Canada intends on capitalizing on the opportunities
associated with these priorities.
The Honourable Lawrence Cannon, P.C., M.P.
Minister of Transport, Infrastructure and Communities
The reports of Transport Canada and Infrastructure Canada are the first
to be submitted to Parliament since the creation of the Transport, Infrastructure
and Communities (TIC) portfolio in February 2006. The Minister of Transport,
Infrastructure and Communities' portfolio responsibilities include Transport
Canada, Infrastructure Canada, and sixteen Crown Corporations.
The portfolio is a point of convergence for some of the most important
issues facing Canada today: the productivity of the economy; transportation
safety and security; environmental sustainability; and the quality of life
in cities and communities. It brings together a range of tools, including
programs, legislation, policy frameworks and stakeholder networks to advance
the Government's priorities in a cohesive and coordinated manner. When the
federal government can speak with one voice on complex issues and act in
a focused manner, Canadians benefit from the results.
Budget 2006 made significant commitments for federal investments in transportation
and other infrastructure. This includes a new Highways and Border Infrastructure
Fund (HBIF); the Asia-Pacific Gateway Initiative; transportation security;
a Public Transit Capital Trust; the renewal of the Canada Strategic Infrastructure
Fund (CSIF) and the Municipal Rural Infrastructure Fund (MRIF); and the
maintenance of the Gas Tax Fund and GST Rebate for cities and communities.
The TIC portfolio will permit the effective management of these investments
to ensure maximum benefits for Canadians and their communities through greater
coordination and integration of policies, programs, and investment decisions,
under the accountability of a single Minister. It also positions the Government
of Canada to work more closely and efficiently, through partnerships with
the provinces, territories, municipalities and other groups, to support
the development of communities, the planning of transportation systems,
and the renewal of infrastructure.
Work is underway to maximize the potential and opportunities the portfolio
offers. The aim is to improve Canadians' health and quality of life and
the competitiveness and sustainability of Canada's economy, while achieving
tangible improvements in the environment and ensuring transparency and accountability
to Canadians. The focus is on national challenges and the federal role in
meeting them.
The TIC portfolio will move 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 Initiative and a National Framework for Gateways and Trade Corridors;
- Strong communities - developing a Framework for
strong communities and a Clean Transportation Strategy; and,
- Transportation security - the Transportation Security
Action Plan and enhanced transportation security.
The TIC approach integrates and maximizes the synergies within the portfolio.
The specific objectives and priorities of both Transport Canada and Infrastructure
Canada are detailed in their respective Report on Plans and Priorities.
The Transport, Infrastructure and Communities portfolio 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.
TRANSPORT, INFRASTRUCTURE AND COMMUNITIES PORTFOLIO
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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.
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.
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
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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 to management practices within the department.
Management priorities for 2006-07 will build on the achievements of 2005-06
and will continue to strengthen management capacity in the areas of
people, including values and ethics, stewardship and accountability.
People
Transport Canada had developed a phased implementation strategy for the
introduction of the Public Service Modernization Act
(PSMA) within the department and made considerable progress in its
implementation during 2005-06. The new Public Service Employment Act
came into effect on December 31, 2005, requiring the delivery of mandatory
training sessions for all delegated managers in Transport Canada and the
development of a comprehensive suite of policies and best practices to
define the accountability framework under which the new provisions of the act are to be applied in Transport Canada. Implementing a learning strategy
for both managers and human resource professionals was a key element of our
implementation strategy. Yet, putting all of this into practice will require
effort as the department moves away from past practices to the new
provisions of the new act. During 2006-07, Transport Canada will devote
significant efforts to implementing and assessing the efficiency of the new
policies, processes, frameworks, systems and delegation instruments required
under the new legislation. Transport Canada will also engage and inform
employees, managers and human resource professionals on the new regime to
facilitate cultural change; it will revise and further implement a learning
strategy to ensure that all stakeholders are equipped with the knowledge and
skills they need to function under the new regime.
Another initiative to strengthen human resource management
in Transport Canada will be to implement the three-year human resource plans
developed by all departmental groups and regions during the 2005-06 fiscal
year. These plans will provide opportunities for Transport Canada to be
more strategic with respect to staffing strategies, ensuring that it has
access to a continuous pool of qualified people to meet its many program
objectives.
Transport Canada will also pursue an examination of a more comprehensive
approach that integrates values and ethics throughout the organization.
Transport Canada has made it a priority to develop a Values and
Ethics Framework, which will include a tailored governance structure
to integrate all of its business operations. Once completed, the Values
and Ethics Framework will enable Transport Canada to more effectively report
on outcomes and achievements in accordance with the key indicators in the
people component of the Management Accountability Framework.
The ultimate objective is to have, within two years, values and ethics
well enshrined in the leadership of Transport Canada, its organizational
culture and the department's policies, guidelines and recourse mechanisms.
Indicators of progress
- Institutionalization of the PSMA as evidenced through
collaborative labour/management relations; training, tool kits,
guides and other support for managers and human resource professionals;
internal policies, procedures and monitoring to ensure consistent
and fair implementation of the new act.
- Human resource plans contributing to more strategic
and effective staffing strategies - getting the right people,
with the right skills, in an appropriate time frame.
- A new governance structure within the department that
contributes to a more comprehensive and integrated values and
ethics framework for the department.
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Stewardship
In 2005-06, Transport Canada initiated 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 will be conducted nationally and in two phases
over the next 18 to 24 months. They will serve to provide departmental senior
executives with the information required to ensure that funds appropriated
by Parliament are contributing to the efficiency and effectiveness of departmental
programs, thereby demonstrating that the Government of 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 working 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 has benefits for Canadians and users of the transportation
systems.
Transport Canada is also committed to contributing to the government-wide
expenditure review reallocation exercise, focusing on improved efficiencies
in all government activities. For its part, Transport Canada plans to develop
internal reallocation initiatives leading to cost savings.
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.
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Accountability
On February 6, 2006, the Government of Canada created a new portfolio
styled 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: annual mandate
letters from the minister to Chairs of the Crown corporations within his
portfolio, enunciating the broad policy objectives of the government of
the day and how each of the Crown corporations are expected 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 mandate letter for the Crown corporation; the 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 of the minister responsible from the day to day operations
of the Crown corporations; and voluntary reporting by the Crown corporations
on their stewardship and performance results.
Indicators of progress
- The creation of a Crown corporation Secretariat 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 completion 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.
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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:
An efficient transportation system that contributes to Canada's economic
growth and trade objectives; A safe and secure transportation system
that contributes to Canada's social development and security objectives;
An environmentally responsible transportation system that contributes to
Canada's sustainable development objectives. These strategic
outcomes are articulated in nine program priorities and are presented
below in order of precedence.
- New security policies and programs
- Infrastructure, gateways and trade corridors
- Market-Based policy framework
- Smart regulation
- Safety and security management systems
- Climate change and clean air
- Environmental protection and remediation
- Innovation
- Environmental assessments
As depicted in the diagram below, the departmental program activities support
the nine program priorities which, in an integrated manner, support more
than one strategic outcome.
Program activities
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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 |
Note: As displayed in the Main Estimates, Transport Canada's program
activities also include four Crown corporations: Canada Air Transport Security
Authority, Jacques Cartier and Champlain Bridges Inc., Marine Atlantic Inc.
and VIA Rail Canada Inc.
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,
Department of National Defence, Environment Canada, Fisheries and Oceans
Canada, Health Canada, Industry Canada (e.g. Competition Bureau), Infrastructure
Canada, Justice Canada, Natural Resources Canada, pilotage authorities,
Public Safety and Emergency Preparedness Canada, Royal Canadian Mounted
Police, Solicitor General of Canada, Transportation Safety Board and Western
Economic Diversification Canada.
Provincial, territorial and municipal governments -particularly
concerning the maintenance of the highway system and enforcement of road
safety, as well as the co-delivery of the Transportation of Dangerous Goods
program.
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, Algoma Central Marine, Association
of International Automobile Manufacturers of Canada, CP Rail, Canadian manufacturers
of aviation equipment, Canadian National Railway Company, Canada Steamship
Lines, Canadian Vehicle Manufacturers Association, 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 Regional Railways of
Canada, Association québécoise de transport et des routes, Canada Safety
Council, Canadian Association of Petroleum Producers, Canadian Airports
Council, Canadian Council of Motor Transport Administrators, Canadian Ferry
Operators Association, Canadian Marine Advisory Council, Canadian Maritime
Law Association, Canadian Ship Owners Association, Canadian Trucking Alliance,
Canadian Urban Transit Association, Council of Marine Carriers, Federation
of Canadian Municipalities, Operation Lifesaver, Railway Association of
Canada, Shipping Federation of Canada, Transportation Association of Canada,
Transportation of Dangerous Goods General Policy Advisory Council, Association
of Canadian Port Authorities, Chamber of Maritime Commerce, St. Lawrence
Economic Development Council, St. Lawrence Ship-operators Association, vehicle
manufacturers associations and unions.
International organizations- to share information and
harmonize transportation regulations. These include: Asia-Pacific Economic
Co-operation, European Conference of Ministers of Transport, European Joint
Airworthiness Authorities, 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.
Financial Resources ($ thousands)
2006-2007
|
2007-2008
|
2008-2009
|
$1,616,629
|
$1,412,504
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$1,263,389
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Human Resources (Full time equivalents/FTEs)
2006-2007
|
2007-2008
|
2008-2009
|
4,900 FTEs
|
4,832 FTEs
|
4,825 FTEs
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Note: Refer to Section III, Table 1 for explanation of variance over the
three-year period.
Departmental Program Priorities by Strategic Outcome
Strategic Outcomes
|
Program Priorities
|
Type
|
Program Activities
|
Planning period
|
Government of Canada outcomes
|
|
|
|
|
2006-07 Areas of Focus
|
Outputs
|
Expected Results
|
√ |
|
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New security policies and programs |
1
|
- Policies, Rulemaking, Monitoring and Outreach in support
of a safe and secure transportation system
|
- The National Security Policy
- Transportation Security Action Plan
- Passenger rail and public transit systems security
- The Security and Prosperity Partnership
|
- New or enhanced transportation frameworks, security policies,
legislation, regulations, guidelines and programs
- Contribution agreements
- Information shared with stakeholders
|
- 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 communi-ties
|
√ |
√ |
|
Smart regulation |
1
|
- Policies, Rulemaking, Monitoring and Outreach in support
of a safe and secure transportation system
- Policies, Programs and Infrastructure in support of a market-based
framework
|
- Automotive telematics
- Aviation Safety Management Systems
- Regulatory harmonization initiatives
|
- Agreement with the automotive industry on telematic devices
- Performance-based aviation regulations
- Reforms to the Transport
of Dangerous Goods Act, Canada Shipping Act, Motor Vehicle Safety
Act
- Improvements and enhancements to the UN Model Regulations
regarding Intermediate Bulk Containers (IBCs) to be adopted
by the United Nations Sub-committee of Experts on the
Transport of Dangerous Goods
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- Increased flexibility and innovation opportunities for industry
- Regulations reflecting the needs and concerns of industry
and the public
- Enhanced international standards and regulations when
transporting dangerous goods, enhancing safety without
hindering trade
|
- Safe and secure communi-ties
- A fair and secure market- place
|
√ |
√ |
|
Safety and security management systems |
1
|
- Policies, Rulemaking, Monitoring and Outreach in support
of a safe and secure transportation system
- Policies, Programs and Infrastructure in support of a market-based
framework
|
- Implementing safety and security management systems (SMS
and SeMS) in aviation, rail and marine organizations
|
- New aviation SMS regulations
- Regional information sessions
- Review of rail SMS regulations and guidance material
- Opportunities to use SMS and SeMS in marine safety and security
sectors identified
- SMS/SeMS framework
|
- Improved commitment by industry to adopt SMS/SeMS
- Enhanced awareness and safety culture in industry
|
- Safe and secure communi-ties
- A fair and secure market-place
|
|
√ |
|
Market-based policy framework |
1
|
- Policies, Programs and Infrastructure in support of a market-based
framework
|
- Amendments to the Canada Transportation Act
- Negotiations of operating and refurbishment agreements for
the federal fleet of hopper cars with railways
- Liberalization of economic regulation of air industry
- Canada Airports Act
- Aviation War Risk Liability Program
- Marine Liability Act
|
- New and amended acts and regulations
- Agreements
- Monitoring reports
- Program adjustments
|
- Legislative framework that supports free market forces with
government intervention targeted to situations where market
forces are insufficient.
- A competitive and viable Canadian transportation sector
|
- A fair and secure market-place
|
√ |
√ |
√ |
Infrastructure, gateways and trade corridors |
1
|
- Policies, Rulemaking, 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
|
- Asia-Pacific Gateway Initiative
- Airport performance monitoring
- Infrastructure funding programs
- Domestic and international bridges
- Canada Marine Act amendments
- St. Lawrence Seaway infrastructure needs study
- Ridley Terminals
- Marine Atlantic long-term strategy
- International collaboration
|
- Partnerships with provinces and stakeholders
- Agreements
- Frameworks
- Reports
- Legislative amendments
- Funding
- Investment plans
- New governance regimes
|
- Long-term sustainable funding and accountability framework
for transportation infrastructure
- Increased investment in transportation infrastructure
- Strengthened governance, transparency and accountability
- Strengthened Canadian competitiveness in international markets
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- Safe and secure communi-ties
- A Fair and secure market-place
- Strong economic growth
|
√ |
√ |
√ |
Innovation |
1
|
- Policies, Rulemaking, 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
|
- Full cost initiative
- Strategic research and development (R&D)
- ITS Plan for Canada
- Innovation and skills development
|
- Analytical tools
- Strategy
- Funding
- Partnerships
- Reports
- Action plan
|
- Highly skilled labour force
- Increased investment in transportation-related R&D, including
ITS
- Use of R&D results to enhance safety, security, efficiency
and environmental sustainability of the Canadian transportation
system
|
- Safe and secure communi-ties
- A Fair and secure market-place
- Strong economic growth
|
|
|
√ |
Climate change and clean air |
1
|
- Policies and Programs in support of sustainable development
|
- Climate change agreement with automobile industry
- Advanced Technology Vehicles Program
- Urban Transportation Showcase Program
- Motor Vehicle Fuel Consumption Program
- Arctic climate change
|
- Strategies
- Reports
- Showcases/ demonstrations
- Studies
|
- Increased awareness of sustainable transportation choices
and climate change impacts
- Increased ability for the public to make more sustainable
transportation choices
- Reduction of emissions in the transportation sector
|
|
|
√ |
√ |
Environmental assessments |
1
|
- Policies, Programs and Infrastructure in support of a market-based
framework
- Policies and Programs in support of sustainable development
|
- Environmental assessments for projects requiring approval
under the Navigable Waters Protection Act
|
- Environmental assessments (completed or initiated)
|
- Environmental protection from the impacts of transportation
projects
|
- A Fair and secure market-place
- Strong economic growth
|
|
|
√ |
Environmental protection and remediation |
1
|
- Policies and Programs in support of sustainable development
|
- Feasibility of discounted annual transit pass employer programs
in Canada
- Contaminated sites management
|
- Agreement with Canadian Urban Transit Association to increase
Transit pass programs across Canada
- Contaminated Sites Management Plan
|
- Increased ability for the public to make more sustainable
transportation choices
- Suspected contaminated sites are identified and high-risk
sites are remediated/risk managed
|
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Transport Canada's three strategic outcomes and program priorities support
the following Government of Canada outcomes as it will be presented in the
next Canada's Performance Report:
- Strong economic growth
- A fair and secure marketplace
- Safe and secure communities
This alignment ensures that transportation decisions continue to contribute
to the success of the broader Government of Canada agenda. The programs
and services offered by Transport Canada to Canadians aim to achieve results
in partnership with the other departments, organizations and industry toward
a strong economy, the protection of the environment, and the safety and
security of Canadians.
Canada is the most trade-dependent country in the G-8. International
trade today is driven by the rapid, seamless and secure movement of goods
and people around the world in global supply chains. With goods seldom moving
via a single mode of transport, success depends more than ever on integrated
systems that span the entire supply chain from inputs to the end consumer.
Transportation infrastructure is fundamental to that success, but in
an interconnected world, international trade, border management, security,
skills shortages, land use, taxation, governance, and the need for cooperation
across jurisdictions and across public and private sectors are also "transportation"
issues. In that context, a more sophisticated approach to transportation
is emerging as a major opportunity for national leadership that levers partnerships
with other jurisdictions and the private sector, resulting in tangible measures
that will advance Canada's productivity, prosperity and social well-being
in the years ahead.
Transportation is now the third-largest sector of economic activity in
Canada, accounting for 13 per cent of household spending, and employing
850,000 people. Over the last 20 years, market-oriented policies (deregulation,
privatization and commercialization of transportation services and infrastructure)
have contributed to productivity gains in this sector that far outstrip
those in the overall economy. However, that momentum has now tailed off,
and new approaches to policy and investment are needed. The next generation
of productivity gains can be achieved through policies and investments that
address the interconnections and integration the 21st century
economy demands. We must show leadership in adapting policies to changing
economic realities at national, continental and global levels.
- Citizens of developed nations once took for granted the benefits
of transportation systems. Terrorism, however, has challenged this sense
of comfort. Recent attacks have reminded citizens about the role of
transportation in their lives and raised their expectations that governments
are acting in a coordinated, integrated and strategic fashion in order
to keep transportation systems and border crossings secure and efficient.
A review of transportation security in close partnership with a wide
range of actors from the public and private sectors could provide a
strong basis for national partnership with a clear definition of the
roles and responsibilities of various partners. It could also send a
strong signal to key international partners about the commitment of
Canada to security at home and abroad.
- In the era of seamless global supply chains our success in international
commerce depends more than ever on efficient transportation systems
and trade promotion strategies that build on our advantages in geography
and transportation. For example, we need to act strategically to take
advantage of our position as the natural gateway between North America
and the emerging economic giants of the Asia-Pacific region.
- In order to address congestion, bottlenecks and system-wide efficiency,
investments are also required in highways and borders, ports, intelligent
transportation systems, interurban commuter networks and planning and
feasibility studies to ensure high-productivity investments. We must
work with provinces and territories to negotiate stable funding for
Canada's strategic infrastructure.
- Environmental quality is another major public preoccupation that
is connected with transportation. This sector of the economy contributes
most of the pollutants that cause urban smog, and is also a major source
of Canada's greenhouse gas emissions. These dynamics mean that the nexus
of transport, environmental and urban quality of life issues is one
of the most profound challenges for policy-makers today.
For all of these reasons, transportation is at the heart of a range of
converging pressures and opportunities. Transport Canada is moving on a
number of fronts defined by its strategic priorities to advance Canada's
competitiveness, and achieve the coherence necessary for the greatest possible
safety, security, efficiency and sustainability of the system as a whole.
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